Impact of Human Resources Management Practice on employee's job satisfaction in banking sector of Pakistan

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ABSTRACT

It is a commonly understood that happy employees are productive employees. The employee performance determines the productivity and output of the organisation. Past researches have established that better employee performance is resulted from high job satisfaction level. Job satisfaction is resulted from various factors, which includes rewards or pay, the work itself, promotion opportunities, leadership, relationships with peers and colleagues etc. If the employee is not content with his job, he must take positive steps to correct this feeling, so it does not adversely affect his performance evaluation. The managers should review their criteria for evaluating the performance of employees at the beginning of the year, which sets the tone for the expectations of the organisation. On a daily basis, the employee's job satisfaction impacts on the evaluation of the performance. The purpose of this study is to analyse the impact of human resources management practice on employee's job satisfaction in banking sector of Pakistan. For this study, the researcher has conducted a mixed-method research where primary data is collected through quantitative research technique and secondary data is collected through qualitative research method.

TABLE OF CONTENTS

ABSTRACTII

CHAPTER1: INTRODUCTION1

Introduction1

Research Question2

Research Objectives2

Research Hypothesis3

Nature of the Study3

CHAPTER 2: LITERATURE REVIEW4

Human Resource Management Practices4

Communication5

Empowerment6

Motivation7

Participative Management9

Performance Evaluation10

Reward and Recognition10

Supervisory Leadership11

Training and Development12

Job Satisfaction12

CHAPTER 3: METHODOLOGY15

Research Objectives15

Research Hypothesis15

Research Method15

Sampling16

Ethical Concerns17

REFERENCES19

APPENDIX31

Appendix A: Participant Consent form31

Appendix B: Questionnaire Survey32

CHAPTER1: INTRODUCTION

Introduction

Today many organisations are under pressure to improve performance. Organisations are experiencing massive changes in the demands for products and services they provide. This has increased the need for organisations to not only improve the way they deliver services, but also to examine their practices, organisational mission and goals, performance objectives, and performance measures. Thus, there is a new emphasis on the human factors associated with organisational goals and performance.

The effective management of people within the organisation is important to the organisation's efficiency and effectiveness. Every organisation must adopt methods that effectively evaluate its employees, while striving to provide the employees with jobs that offer satisfaction with successful contributions. Defining job satisfaction is difficult because it carries different meanings for different people. Understand an individual's personal fit in an organisation, experience a happy work environment, enjoy flexibility with family and work balance, and having influential leadership are all factors for job satisfaction. For others, monetary influence, special benefits, and attaining a high corporate position attributed to job satisfaction or something as simple as more meaningful work creates job satisfaction. The key is to find what makes a person happy and satisfied.

Dating back to the 1930s, job satisfaction has become one of the most widely researched areas in industrial and organisational psychology (Judge et al. 2001, p. 376). According to Ling-Hsui (2008), job satisfaction is “any combination of psychological, physiological, or environmental circumstances that caused a person truthfully to say, 'I am satisfied with my job'” (p. 106). Ling-Hsui (2008) stated that job satisfaction “refers to the individual's emotional reactions to a particular job” ...