Articlediamond2017

Understanding The Relationship between HRM Practices and Organization Performance in HDFC Bank

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Employee Performance and Management Human Resource and Talent Management Banking Sector Performance and Management

Abstract

The main purpose of this paper is to understand the relationship between HRM Practices and organizational performance and to evaluate the perceptions of managers and non- managers on HRM practices in the context of HDFC Bank. The data was randomly collected from 24 managers and 72 subordinates using a self-administered questionnaire. The research study empirically evaluated the nine HRM practices (General climate, OCTAPACE Culture, Selection Process, Job Definition, Career Planning, Employee Participation, Performance Appraisal, Training and Development and compensation). The study showed that there is direct relationship between HRM practices and organizational performance. Finally, this research study depicts the limitations, suggestions and future research directions.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1988SERVQUAL: A multiple-Item Scale for measuring consumer perceptions of service quality 1999A Handbook of Human Resource Management Practice 1990ORGANIZATIONAL DIFFERENCES IN MANAGERIAL COMPENSATION AND FINANCIAL PERFORMANCE.1994Productivity Gains from the Implementation of Employee Training Programs 1993THE RELATIONSHIP OF STAFFING PRACTICES TO ORGANIZATIONAL LEVEL MEASURES OF PERFORMANCE 2002Human Resource Management, 8th edition

Cited by

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