Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.797313
Title: Human resource management practices and organisational performance of the healthcare sector : an empirical study in Jordan
Author: Mohammad, Tamara F.
ISNI:       0000 0004 8503 4161
Awarding Body: University of Gloucestershire
Current Institution: University of Gloucestershire
Date of Award: 2019
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Abstract:
This research has investigated the impact of Human Resource Management (HRM) practices on Organisational Performance (OP) in the healthcare sector of Jordan. Within this relationship it has also explored the role of social exchange. The population of this study is all-private and public hospitals (92 in total) operating in Jordan. The survey instrument used for the study has 39 items covering five sets of HRM practices (recruitment and selection, training, performance appraisal, compensation and benefits and internal career opportunity) including social exchange and hospital performance. This study has found that three of the HR practices are significantly related to organisational performance: recruitment and selection, training, and internal career opportunities. With regard to the remainder of the practices of HR (performance appraisal and compensation and benefits), the results are not indicative of any distinctive contributions in terms of their relationship with organisational performance. In addition, the study tested the impact of HR complementarities on organisational performance, and the results concluded that the variance of HR complementarities did not significantly explain more than what the individual HR practices did. The findings confrrm that the individual impact of HR practices has a superior effect on OP in comparison with HR complementarities. Hence, such results may reflect the fact that making the emergence of coherent, complementary sets of HR practices associated with developed markets are less likely in the context of Jordan. In addition, findings indicate that social exchange can play an important role in explaining the indirect relationship between HR and OP. The former, to some extent, mediates the relationship between HR practices and OP. This finding partially unlocks the so-called 'black box' in HRM-performance research in which several tenets of OP remain unexplained.
Supervisor: Darwish, Tamer ; Singh, Satwinder Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.797313  DOI: Not available
Keywords: HF5549 Personnel management. Employment management
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