THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON

EMPLOYEE PERFORMANCE OF PRIVATE INSTITUTIONS

____________________________________________

LOMBOY, DIEZEL D.
LOPLOP, KENNETH JOHN L.
PASTORES, MILLENNI FAITH H.
SOLONGON, ANDREA GIEN PAULA S.

_____________________________________________

SUBMITTED TO THE FACULTY OF THE COLLEGE OF BUSINESS

ADMINISTRATION AND HOSPITALITY MANAGEMENT
SULTAN KUDARAT STATE UNIVERSITY IN
PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE
DEGREE OF

BACHELOR OF SCIENCE IN ACCOUNTING INFORMATION SYSTEM

DECEMBER 2021
TRANSMITTAL
APPROVAL SHEET
ACKNOWLEDGMENT
ABSTRACT
 TABLE OF CONTENTS

Page

TITLE PAGE
TRANSMITTAL
APPROVAL SHEET
ACKNOWLEDGMENT
ABSTRACT
TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES

Chapter

1 INTRODUCTION

Background of the study

Statement of the Problem

Significance of the Study

Scope and Limitation of the Study

Definition of Terms

2 REVIEW OF RELATED LITERATURE

Human Resource Management Practices

Employee Performance

Human Resource Management Practices

And Employee Performance

3 METHODOLOGY

Research Design

Locale of the Study

 Respondents of the Study

Data Gathering Instruments

Data Gathering Procedures

Statistical Treatment

4 RESULTS AND DISCUSSION

Level of Human Resource Management

(HRM) Practices of Private
Institution Employees

Level of Employee’s Performance in

Five Years

Correlation Analysis Between Human

Resource Management Practices
And Employee’s Performance

Hypothesis Testing

5 SUMMARY, CONCLUSION AND RECOMMENDATION

Summary

Findings

Conclusion

Recommendations

REFERENCES

APPENDICES

A Statistical Tables

B Survey Questionnaire

C Cronbach Alpha Reliability Test Result

CURRICULUM VITAE
 LIST OF TABLES

Table Page

1 Description of the level of Human Resource

Management Practices

2 Description of the level of Employee Performance

3 Pearson Correlation Guidelines

4 Reliability Statistics

5 Level of Human Resource Management (HRM)

Practices of Private Institution Employees

6 Level of Employee’s Performance in Five Years

7 Correlation Analysis Between Human Resource

Management Practices and
Employee’s Performance

8 Overall Correlation Analysis Between Human Resource

Management Practices and
Employee’s Performance

9 Results of Hypothesis
 LIST OF FIGURES

Figures Pages
1 Conceptual Framework of the Study

2 Local Map of Koronadal City, South Cotabato

 Chapter I
INTRODUCTION

Background of the Study

One of the primary purposes of human resource management (HRM) is to

improve organizational performance (Paauwe, Guest & Wright, 2013). Companies

and organizations should concentrate on creating good employee performance by

providing employees with a collection of skills and skills to address changing realities

and challenges (Batarlien, iiinien, Vaiit, apalait, & Jaranien, 2017). According to

Anitha (2013), an individual's or organization's performance is heavily influenced

by all organizational activities, policies, practices, knowledge process

improvements, and employee engagement. These factors are critical in promoting

high levels of employee performance. The positive factor performance provides

the profit to the organization wherein human resources assist the organization in

achieving its goals of producing a quality product (Anitha, 2014). A number of

studies done by different scholars have identified manager’s attitude,

organizational culture, personal problems, job content, financial rewards,

communication, norms and standards used at work as some of the factors affecting

employee performance (Saeed, Rokaya & Mussawar & Lodhi & Iqbal, & Nayab, &

Yaseen, Sardar (2013). Management of Human Resource is viewed as a strategic

approach to effectively employ and develop exceedingly dedicated and competent

workers to achieve a firm’s objectives (Armstrong & Taylor, 2016).

 Human resource management (HRM) has emerged mainly in recognition of

the fact that human resources need to be managed strategically for the firm to

enjoy a sustainable competitive advantage over the competition. Human Resource

Management can be defined as the policies and practices required to perform the

routines of human resources in an organization, such as employee staffing, staff

development, performance management, compensation management, and

encouraging employee involvement in decision-making. (Al-Safadi, 2016). An

organization that performs Human Resource Management Practices such as

development, training, selection, appointment, and compensation system is able

to achieve goals and develop strategies effectively and flexibly and is also able to

implement policies within the organization, Human Resource Management

Practices is consistent with internal policies and methods established and applied

to ensure the organization’s human resources contribute to achieving the

organization’s goals, coming up with solutions for developing human to help

improve the ability, opportunity, and motivation of employees (Nguyen, Ha & Dang,

2020). Human Resource Management Practices and their implementation are

among the most important factors that contribute to increasing employee

satisfaction and achieving job commitment, which contributes to raising

productivity (Khan, 2010; Qureshi, Ayisha, Mohammad, Rauf, & Syed 2010).
 In line with the changing business environment and the rising demands and

desires of the employees, companies need to constantly change their Human

Resource Management practices. Companies must create a bundle of internally

consistent Human Resource Management practices (Jiménez & Valle, 2005).

Training and development in organizations positively affect the employee and

improves his or her performance and development. As for evaluation, it gives the

individual the ability to work better to reach the highest levels (Abdullah, Ahsan &

Alam, 2009).

The purpose of this study is to assess the impact of Human Resources

Management practices on the performance of employees in the private institution

in Koronadal City. This research will describe how Human Resource Management

practices affect the Employee's performance. This research study will help

advance research on the link between Human Resource Management practices

and Employee performance.

Statement of the Problem

This study generally aims to determine the impact of human resource

management practices on employee performance of private institutions in

Koronadal City. Specifically, this study answers the following questions.

1. What is the extent of Human Resource Management Practices in terms of:

1.1 Training;

1.2 Performance Appraisal;

1.3 Career Planning;

1.4 Employee Participation;

1.5 Job Definition;

1.6 Compensation; and

1.7 Selection?

2. What is the level of employees’ performance over the last 5 years?

3. Is there a significant relationship between Human Resource Management

Practices and Employee Performance?

Conceptual Framework

Independent Variable
Dependent Variable

HUMAN RESOURCE
MANAGEMENT PRACTICES
EMPLOYEE
• Training
PERFORMANCE
• Performance Appraisal
• Career Planning
• Employee Participation
• Job Definition
• Compensation
• Selection

Figure 1. Conceptual Framework of the Study

The conceptual framework of the study, presented in Figure 1, illustrates

the two variables in this study. The independent variable is human resource

management practices, with the following indicators: Training that enables

employees to gain the knowledge and skills they need to complete their tasks

effectively, with an improvement in their behavior as a result; Performance

Appraisal, which promotes professional development by highlighting areas where

employees can improve; Career Planning is a tool that combines strategy with

future human resource demands and encourages people to pursue personal

development. Employee Participation refers to employees' direct involvement or

commitment to applying their ideas, expertise, and efforts to solving organizational

problems and achieving the organization's goals and objectives; A Job Definition

specifies the tasks, working conditions, and expected skills of the person
performing the job. Compensation is the process of providing monetary

compensation to employees in exchange for their services. Selection is the

process of selecting the best candidates for your current or future position, both

inside and outside the company. While the dependent variable is employee

performance, which includes an employee's actual output or results as compared

to their expected outputs or goals,

The arrow from the first box to the second box indicates the significant

impact of Human Resource Management Practices on Employee Performance at

a private institution in Koronadal City, South Cotabato.

Theoretical Framework

According to AMO theory, the components of Ability, Motivation, and

Opportunity are three independent work-system elements that form employee

characteristics and eventually lead to organizational success. Because AMO

theory paves the way, organizational interests are best served by these three

components. for line managers to use effective approaches that result in employee

motivation using HR policies and practices (Bos-Nehles, Riemsdijk, & Looise,

2013, p. 3). To begin, ability refers to the practices and policies that HR implements

to ensure that employees have or gain the necessary skills, knowledge, and ability

to perform their tasks with minimal supervision. According to Yahya, Tan, and Tay

(2017), ability-enhancing HRM practices are those that increase the employee's

abilities and competencies to achieve organizational goals. Ability enhancing

practices, on the other hand, refer to the steps taken to ensure an effective
recruitment and selection process in order to hire the right employees with the

necessary skills. Aside from recruitment and selection, ability-enhancing HRM

practices include training and development, which provide employees with the

skills and knowledge they need to perform tasks (Yahya, Tan & Tay, 2017, p. 549).

Second, motivation pertains to employee performance, with HR amending

rules to control motivation in the firm. It also refers to the methods by which

employees are motivated to put in more and extra effort in performing assigned

tasks, primarily by rewarding them for the efforts they have already put in their

jobs. "motivation enhancing HRM practice within organizations to perform better,

including contingent rewards and performance management" (Yahya, et al., 2017,

p. 540). Motivation-enhancing practices may take several forms; for example, a

company might boost motivation by providing performance feedback. to their

personnel, or by offering financial incentives to them.

The final component is opportunity-enhancing HRM practices, which strive

to engage employee participation by creating opportunities. According to Bello

Pintado (2015) (quoted in Yahya, et al., 2017, p. 550), opportunities-enhancing

HRM practices are those that transfer decision-making power and responsibility

from the top-level hierarchy to the lower level hierarchy via information exchange.

These practices increase employee confidence in the business and accelerates

organizational growth via collaborative efforts (Bos-Nehles, Riemsdijk, & Looise,

2013).
Hypothesis

This study will determine the impact of Human Resource Management

Practices on Employee Performance of private institutions in Koronadal City, South

Cotabato. Specifically, this study will endeavor to find out the extent of Human

Resource Management Practices in terms of training, performance appraisal,

career planning, employee participation, job definition, compensation and

selection, the level of improvement of Employees Performance over the past five

(5) years. And the significant impact of Human Resource Management Practices

on Employee Performance. Thus, this research hypothesizes that:

The null hypothesis below will be tested at a significance level of 0.05:

Ho: There is no significant impact of Human Resource Management Practices on

Employee Performance.
Significance of the Study

The purpose of this study is to determine the impact of Human Resource

Management Practices on Employee Performance of Private Institutions in

Koronadal City. The result of the study will be useful to the following:

Managers. The result can be used as the basis in creation of policy and

management work setting standard enhancement that will result in employee

positive work-related well-being.

Human Resource Practitioners. The findings from this study can be useful

as baseline material in planning and setting up new programs for employee

development especially in the performance of employees in the workplace.

Employees. Ideas gained from this study may bring awareness that can

help them with their performance in the organization.

Researchers. The result will be helpful in other issues regarding HRM

practices and employee performance which can possibly be further studied.

Accrediting Agency. The result of the study can be used to improve their

institution.
Scope and Limitation of the Study

The study will focus on determining the impact of Human Resource

Management Practices on Employee Performance of private institutions in

Koronadal City, South Cotabato. The Human Resource Management Practices

has limitations in terms of training, performance appraisal, career planning,

employee participation, job definition, compensation and selection. On the other

hand, Employee Performance is measured in terms of the level of performance

over the last 5 years. This study will only be limited to the respondents of the private

institution in Koronadal City, South Cotabato. This study will be conducted during

the school year 2021-2022.

Definition of Terms

In order to fully understand the study, the following terms are operationally

defined:

Career Planning As used in this study, this is the action taken out in

order to exercise personal control over the

individual's own career (Yean & Yahya, 2013).

Compensation As used in this study, it is the bonuses submitted

to the employee due to their services.

Compensation process can be divided into direct

financial compensation and indirect compensation

whether it is financial or nonfinancial. (Mondy,

2011).

Employee As used in this study, it is an individual who was

hired by an employer to do a specific job.

Employee Participation As used in this study, the employees will be more

committed to the organization as a result of

teamwork and decentralization of decision

making, with active participation, employees will

feel like a part of the organization and this will

have a positive impact on the organizational

performance (Tata & Prasad, 2004).

Employee Performance As used in this study, this is the combined result

of effort, ability, and perception of tasks. (Ngu,

2010).

Human Resource Management As used in this study, this refers to the policies

and practices involved in carrying out the

human resource (HR)' aspects of a

management position including human

resource planning, job analysis, recruitment,

selection, orientation, compensation,

performance appraisal, training and

development and labor relations. (Aguinis,

2009).
HRM Practices As used in this study, this refers to the pattern

of planned human resource deployments and

activities intended to enable an organization to

achieve its goals. It involves all of the activities

that are implemented by an organization to

affect the behavior of individuals to implement

the strategic needs of a business. (Nishii &

Wright, 2008).

Human Resource Practitioners As used in this study, this pertains to a person

who works within the human resources

department in a company or organization.

Institution As used in this study, it is an organization

founded and united for a specific purpose.

Job Definition As used in this study, this is a combination of

job description and job specification. It clearly

outlines duties, responsibilities, working

conditions and expected skills of an individual

performing that job. (Tahir, 2006).

Koronadal As used in this study, refers to the place

where the study was conducted. It is the

capital of the province of South Cotabato

and regional administrative center of

SOCCSKSARGEN.

Management As used in this study, this is an act of getting

people together to accomplish desired

goals and objectives using available

resources efficiently and effectively.

Performance Appraisal As used in this study, this is the basic

element of human resource management;

many HR decisions are totally based on

the results of the appraisal (Brown, Hyatt &

Benson 2010).

Private Institution As used in this study, it refers to the

independent entity owned by a non-State

entity, such as a firm, business enterprise

or individual.

Selection As used in this study, recruitment and

selection is the initial process to evaluate

staff (Lynch & Smith, 2010).

Training As used in this study, this systematic

approach enables the employees to attain

knowledge and skills in order to

accomplish their tasks effectively with the

resultant improvement in the behavior

(Armstrong, 2006).
 Chapter II
REVIEW OF RELATED LITERATURE

This chapter discusses the Review of Related Literature that is relevant and

similar to the study. The details of some reviews that have been made for the

research study are summarized below. This gave the researchers enough

background in understanding the study. This section contains the review of related

literature that provided a substantial contribution to the conceptualization of this

study. This literature review starts with an extensive analysis that highlights the

human resource management practices by Singh (2004) and Qureshi M Tahir

(2006) with the following indicators: training, performance appraisal, career

planning, employee participation, job definition, compensation, and selection. The

discussion on the dependent variable, which is employee performance is anchored

on the constructs of Tahir Masood (2010). As the study focuses on the impact of

Human Resource Management practices on employee ‘s performance, the

researchers have reviewed the important studies available on the impact of Human

Resource Management practices on organizational performance as well as on

employee ‘s performance. The review of these studies is as follows:

Human Resource Management Practices

Human Resource Management practices may be considered as a policy or

a system that influences employee attitudes and actions, according to Aktar and

Pangil (2018). Conversely, Snell, Morris, and Bohlander (2015) argue that the

Human Resource Management function is a philosophy that describes how people

might be supported to fulfill the organization's goals. Similarly, Mohamed (2014)

noted that human resource management practices are organizational instruments

that may be used to recruit and retain the best capable people in order to fulfill

organizational goals. If these procedures do not have an impact on employee

attitudes, they will not have a strategic impact (Briscoe & Finkelstein, 2009; Inkson,

Gunz, Ganesh & Roper, 2012). Employees who are committed and have a positive

attitude, on the other hand, devote their time and energy to helping their

organizations achieve their objectives and duties (Giauque, Resenterra, & Siggen,

2010). Human resource management strategies are imposed on businesses for

their growth and development on demographic, technical, and economic grounds

(Decastri, Battini, Buonocore & Gagliarducci, 2020). Furthermore, it is recognized

that human resources are precious economic resources. The effective utilization

of human resources may lower an organization's total costs while improving its

performance (Ackerman & Heggestad, 2019). Human resource practices

encompass the process of developing a pool of qualified candidates, recruiting

personnel, choosing, and training them to assist the business achieve its goals

(Theodore, 2018; Vera & Crossan, 2004; Zhou, 2018).

 Stewart and Hamlin (2011), after an extensive review of literature, identified

the following key objectives of human resource development: enhancing

individual/group efficacy and function; bettering firm efficacy and performance;

nurturing knowledge, skills and competencies; and increasing human resource

potential and personal growth.

Training is the first indicator of Human Resource Management Practices.

According to Grossman and Salas (2011), training is an organized task of

information, skills, and attitudes that lead to enhancing performance in a particular

situation. Training is a term used to describe programs that are supported by a

service organization and are aimed at helping people improve their skills, workers'

job-related skills and interpersonal abilities (Yang, 2012). Training and

development have a direct impact on organizational commitment, performance,

and work values (Aladwan, Bhanugopan, & D'Netto, 2015). For example,

(Albrecht, Bakker, Gruman, Macey, & Saks, 2015) saw training as a significant

investment to improve employee happiness, engagement, and overall

performance. Training improves individuals' capacities, which aids in the

improvement of overall organizational performance (Mackelprang, Jayaram & Xu,

2012; Millar & Stevens, 2012).

According to Singh and Mohanty (2012), training is an essential foundation

for developing employees' productivity, which in turn affects the organization's

performance and effectiveness. Furthermore, Nguyen, Truong & Buyens, (2010)

stated that training and development contribute to the accumulation of knowledge

and the growth of human capital, which in turn impacts employee well-being and
job satisfaction. It is concluded that training is related to job satisfaction, and job

satisfaction is related to organizational performance (Jones, Jones, Latreille, &

Sloane, 2009). Training refers to the procedures used to provide new or existing

workers with the skills, knowledge, habits, and other abilities required to do their

jobs (Amin & Ismail, 2014). The complexity of activities is rising, necessitating the

acquisition of current skills (Amin, Ismail & Selemani, 2014). It was expanded upon

by Almarzooqi, Khan, and Khalid (2018) in their investigations and Chiang, Han,

and Chuang, (2011) claim that comprehensive and complete training and

education are essential, development are focused at improving the professional

and technological skills of employees, employee abilities and knowledge.

Training requirements vary by industry; thus, it is impossible to say if a given

company or organization should perform training every year, semi-annually, or

quarterly. Training is required to get qualified individuals that are technically and

socially competent, as well as capable of progressing into specialized or

management roles (Mullins, 2010; Angela, 2014). Appiah (2010) asserts that the

quality of an organization's human resources is important to its success. As a

result, every company must make plans to improve the quality of its personnel.

Training is one means of accomplishing this. As a result, it is vital to equip these

particular skills with suitable training in order to improve work performance.

According to Hogarh (2012), the relevance of training can only be assessed if a

thorough understanding of its direct impact on employee performance is achieved.

When employee performance improves, so does organizational performance.

Training programs aid in the advancement of employees' understanding of

advanced technology as well as the acquisition of powerful competencies and

abilities in order to manage the functions and fundamentals of newly introduced

technological equipment (Farooq & Khan, 2011). Thus, training is required to

improve employee performance; if employees are taught, they will be aware of

their job description, the abilities required to complete the job, and the ability to use

new technologies (Khan, 2012). Similarly, Della-Torre and Solari (2013)

discovered that successful training techniques were positively associated with

perceived employee and organizational performance. In addition, Nguyen et al.

(2010) pointed out that training and development leads to the accumulation of

knowledge and the development of human capital, which eventually influences the

welfare of employees and job satisfaction.

Starting with training, most studies define it as a means of improving or

developing an organization's employees' skills, talents, capacity, and knowledge,

resulting in more efficient and effective worker performance. They also stated that

achieving organizational objectives is critical. This emphasizes the importance of

training in order to improve employee performance. Employees need to be aware

of their job description, abilities required to complete the job, and the ability to use

new technologies. Successful training techniques are positively associated with

perceived employee and organizational performance.

Performance Appraisal is the second indicator of Human Resource

Management Practices. They are an important aspect in increasing the quality of

work input and motivating employees to be more engaged. Amin & Ismail (2014)

refers to performance appraisal on how well he or she is doing on the job and
developing a strategy for progress. In addition, performance appraisal is also

viewed as a process that involves identifying coaching and training requirements,

creating job advancement standards, and offering feedback on how to improve

performance (Snell, Morris, & Bohlander, 2015). Conversely, Phin (2015)

described performance appraisal as a method of assessing employees'

performance in the workplace. It is a method of communicating with an employee

and developing a strategy for improvement. The focus of the performance

appraisal is to assist and encourage employees' activities to be in accordance with

the organization's goals (Zhu, 2010). As a result, performance appraisal is critical

to the building of the link between employee and employer. Employees are more

likely to be involved in creating targets and building effective performance

appraisal procedures when supervisors invest some time in providing feedback

and discussing concerns (Si & Li, 2012). Appraisal is an objective review of an

employee's performance paired with a plan for improvement that is signed by both

the employee and the management (Osman, Berbary, Sidani, Al-Ayoubi &

Emrouznejad, 2011).

According to (Boohene & Asuinura, 2011), the following stages should be

taken while conducting a performance appraisal: scheduling, preparing for the

review, and performing the review. The review is scheduled by contacting the

employee ten days or two weeks in advance, requesting the individual to prepare

for the session by examining his or her performance, work objectives, and growth

goals, and explicitly emphasizing that this will be the formal yearly performance

assessment. Preparing for the review entails reviewing the performance

documentation collected throughout the year while focusing on work patterns that

have developed; being prepared to give specific examples of above or below

average performance; and determining what changes need to be made when

performance falls short of expectations. If performance meets or exceeds

expectations, discussing and planning how to reinforce it; once the assessment is

prepared, laying it away for a few days and then examining it again; and doing

whatever measures are necessary by the organization's performance appraisal

system. Performance appraisal is the process of checking and analyzing an

individual's performance in his duties in order to aid the individual's career growth

choice. It assesses an individual's entire contribution to the company by assessing

his internal traits, work performance, and capacity to advance in the organization

(Gruman & Saks, 2011). Furthermore, all employees should be involved in

performance appraisal so that they can understand organizational goals in terms

of what they expect and what they would expect to achieve productivity goals

(Dessler, 2013).

Performance appraisals are one of the most important human resource

procedures, and they are normally conducted in a formal environment in order to

give a foundation for employee-related choices, increase employee performance,

and ultimately improve the efficacy of companies (Kalender & Vayvay, 2015).

Organizations can, for example, use performance appraisal data to evaluate their

workers' training requirements by evaluating each employee's faults and strengths.

Thus, firms may select the suitable training programs that will assist in dealing with

flaws and developing strengths, thereby boosting the performance level of their
staff (Abu-dhaim, 2011). Organizations primarily utilize the data collected in

performance appraisal systems to set standards and assessment systems that

may be used to determine whether employees should be rewarded for good

performance or chastised for poor performance.

Career Planning is the third indicator of Human Resource Management

Practices included in this study. Career planning is the deliberate process by which

someone becomes aware of his or her personal skills, interests, knowledge,

motivations, and other characteristics; gathers information about opportunities and

choices; identifies career-related goals; and develops action plans to achieve

specific goals (Abdulkadir, Isiaka & Adedoyin, 2012). It aids in harmonizing the

preferences and talents of workers with the needs of the business. In other words,

career planning and development as a process connects individuals' interests and

talents with the needs of the business (Nwuche & Awa, 2011), which leads to

improved organizational performance.

A purposeful process by which a person becomes aware of his or her

personal abilities, interests, knowledge, motivations, and other qualities is known

as career planning. It facilitates the alignment of employees' preferences and

talents with the needs of the company. As a result, the organization's performance

improves. Several academics argue that the employee has the duty, while others

argue that the company can assist them. Despite their disagreements, they both

see career planning as a tool to improve employee development and provide

opportunities for people to meet corporate goals.

 Employee Participation is the fourth indicator of Human Resource

Management Practices. Westhuizen (2010), defines employee participation as the

whole of forms, that is, individuals and groups participating directly or indirectly in

the decision-making process. Employee participation is described as a process in

which influence is shared among persons who are otherwise unequally positioned

in the hierarchy. Participation is the process of work dialog among employees that

allows them to exchange information and ideas (Mohammad, 2010). It is a system

in place to allow employees the ability to influence management choices and

contribute to the development of organizational performance (Abdulkadir, Isiaka &

Adedoyin, 2012). Employee participation is a set of task-related behaviors aimed

at increasing employees' sense of involvement in their workplace and dedication

to the organization as a whole (Bhatti & Nawab 2011). Employee participation may

meet the demands of employees, and employee involvement increases job

satisfaction, demonstrating a positive relationship between them (Syed & Yan,

2012).

Employee participation is a framework in place that gives employees the

power to influence management decisions and contribute to the growth of the

company. Employee participation is a collection of task-related actions aimed at

improving employees' sense of ownership and commitment to the firm as a whole.

Employee involvement promotes job satisfaction, suggesting a favorable link.

Employee participation will have a favorable influence on the organization's

success, according to the researchers. It gives employees confidence since they

feel like they belong, according to the experts. Decentralization and self-
management teams, according to some scholars, are where Human Resource

Management strategies are based.

Job Definition is the fifth indicator of Human Resource Management

Practices. A job description and specification are a mixture of a job definition and

a task specification. It specifies the tasks, working conditions, and anticipated skills

of a person who performs the job (Tahir, 2006). The job definition refers to the job

description in the organization. The job description describes the tasks,

obligations, and responsibilities. If these are apparent, it has the potential to

improve organizational performance. It defines the duties, tasks, and

responsibilities that are expected of the employee and the company from him to

perform (Amin, Ismail, & Selemani, 2014). The job description has life; it is a living,

viable document that dictates success or, in its absence, allows a climate of

confusion, shoddy work practices, vague and subjective performance evaluations,

and organizational disharmony (Manning, Borton & Rumovitz, 2012). Proper job

descriptions and specifications derived from job analysis clearly explain an

individual's tasks, responsibilities, working circumstances, and anticipated abilities

in executing a job (Manning et al., 2012).

Job definition is defined by researchers as the work that must be completed

that is necessary for a certain job and has an influence on employee performance.

It outlines the job's tasks, working circumstances, and expected skills of the

individual who will do it. A job description is a straightforward document that

defines the activities, responsibilities, and functions of a position. It specifies who

is responsible for certain types of work, how that work is to be accomplished, as

well as the frequency and purpose of the work in relation to the organization's

mission and goals. Job descriptions are used for a variety of reasons, such as

conducting performance reviews, clarifying missions and creating reasonable

accommodation controls, and as a tool for recruiting. Job descriptions are helpful

for career planning, training activities, and defining legal compliance requirements.

A job description provides an employee with a clear and straightforward resource

to use as a performance guide. Job descriptions and specifications that are based

on job analysis clearly describe an individual's tasks, responsibilities, and working

conditions.

Compensation is the sixth indicator of Human Resource Management p

Practices. According to Mondy (2010), compensation is a collection of employee

perks and services supplied to workers in exchange for their service, which has a

favorable impact on maintaining and encouraging employees. Similarly, Tooksoon

(2011) describes compensation as a pay practice that is one of the human

resource management practices that typically refers to pay, wages, salary, and

benefits, among other things. Organizations reward their staff in order to achieve

the organization's duties and goals. Compensation is the system of rewards that a

corporation delivers to an exceptional employee (Amin & Ismail, 2014). The reward

system is based on employee performance, which eventually improves the firm's

success (Syed & Yan, 2012).

According to Altarawmneh and Al Kilani (2010), "employees are motivated

when there are financial rewards directly tied to their performance." A well-

designed incentive system can help to assure high levels of performance and
dedication (Aladwan, Bhanugopan, & D'Netto, 2015). Employees will be more

committed if they feel recognized and appreciated by the organization for their

efforts and performance (Hassi, 2018). On the other hand, Ine's and Pedro (2011)

discovered that the compensation system used for salespeople has a significant

effect on individual salesperson performance and sales organization effectiveness.

Compensation offers various advantages, including the capacity to improve

employee happiness and retention, as well as boost corporate performance

(Osibanjo, Adeniji, Falola & Heirsmac, 2014). It may also assist the organization

achieve its goals and become more competitive (Beck-Krala & Scott, 2014).

Furthermore, compensation can help to retain personnel and reduce labor turnover

within the firm (Odunlami, 2014). As a result, the pay system should be an effective

instrument for fostering desirable employee behavior and favorable attitudes inside

the firm (Beck-Krala & Scott, 2014). Employee productivity can be maintained by

providing adequate compensation; otherwise, employees will leave the

organization in search of better opportunities where they will be better

compensated (Darma & Supriyanto, 2017).

Compensation is the key to motivating and increasing employee

performance in an organization. It has also been shown that there is a favorable

association between pay and employee performance. Some say that employees

will go out of their way to get extra money. However, it is critical to recruit and retain

talented workers. The process entails enduring tests and processes that should be

practiced in order to determine an employee's level of performance. This indicates

that employee productivity is determined by the selecting process.

 Selection is the seventh indicator of Human Resource Management

practices. According to Pravin (2010), selection is the process of picking the best

applicant for a current or prospective post from inside or outside the organization.

Furthermore, Gamage (2014) noted that the selection function's goals are to match

the right person to the right post, establish and maintain a favorable image as a

good employer, and keep the selection process as cost effective as possible. In

addition, Rees and French (2010) studied selection, which is applying strategies

or alternative approaches to assess candidates and determine who is most suited

to the open post while also meeting management objectives and legal criteria.

Moreover, as István (2010) explains, selection techniques may be assessed

in a number of ways. One way is to compare recruiting procedures based on their

validity, impartiality, breadth of use, and cost. Human resource managers take

recruitment and selection seriously in any firm. This is due to the fact that the

success of any organization or its effectiveness in service delivery is dependent

on the quality of its personnel, which was recruited into the company through

recruiting and selection activities (Ezeali & Esiagu, 2010). According to Rothwell

(2010), selection is a related method that comprises management recommending

openings to examine where internal applicants who are equipped must fulfill

current needs.

According to Muntu (2017), selection is a series of activities to decide the

acceptance of a prospective employee after carrying out a preliminary test.

Further, Jaya (2018), defined selection as an operational in human resource

management is part of the company's operations in recruiting prospective new

employees to be placed in jobs. Similarly, Priansa (2016), defined selection as a

process to gather prospective employees to be recruited as workers from both

internal and external sources. Selection is the process of choosing the best

candidate from a pool of candidates recruited to fill a specific job position. Selection

entails the use of one or more methods to assess an applicant's suitability in order

to make the correct selection decision, and it can also be viewed as a rejection

process because it rejects a large number of applicants while selecting only a few

to fill the vacancy. Most employers believe that their employees are their most

valuable asset, and hence selection methods are critical in guaranteeing that a

new employee can become efficient and provide desirable results in a short period

of time. In other words, an organization's success is dependent on having the

correct number of employees with the right skills and competencies (Mark, 2014).

Employee Performance

Employee performance is determined by how effectively a company

manages people via its operations. Employee performance is the product of worker

performance, and it efficiently improves the organization's operations (Hameed &

Waheed, 2011). Performance is defined as "what employees do as opposed to

what they create or the results of their job." The ability to achieve predetermined

goals utilizing people in an efficient and effective manner is referred to as

performance (Alexandra, 2013). Job performance is operationally defined as the

extent to which an individual performs the activities required to occupy a certain

position by employees inside the business (Conway, 2011).

 Afshan, Sobia, Kamran, and Nasir (2012) define performance as the

achievement of specific tasks measured against predetermined or identified

standards of accuracy, completeness, cost and speed. Employee performance

can be manifested in improvement in production, easiness in using the new

technology, highly motivated workers.

How well a corporation manages people through its operations determines

employee performance. Employee performance is the result of worker

performance, and it helps the company run more smoothly. Performance is defined

as what employees do as opposed to what they create or the outcomes of their

jobs, and it refers to the capacity to achieve predetermined goals through the

efficient and effective use of people. Performance is the accomplishment of certain

activities against preset or identified requirements of accuracy, completeness,

cost, and speed. Furthermore, employee performance is behavior in a simple

word. It is the employment of an efficient and effective approach that is the result

of the employees’ actual output that is an important aspect to the performance of

an organization. These recent studies by various researchers contribute as a

useful foundation for employee development in the workplace and are helpful for

researchers that wish to further study the topic in the future.

Human Resource Management Practices and Employee’s Performance

Human Resource Management practices in organizations are the most

important competitive weapon or tool for organizational progress. Nonetheless,

human resource management practices must be in place to accommodate and

facilitate employees at work, as well as to derive motivation to work and

satisfaction from work; and to facilitate and boost organizational functioning in a

dynamically competitive and complex environment (Iqbal, Arif & Abbas, 2011).

Existing literature provided guidance on the perceptions of HRM practices that are

deemed more important in enhancing organizational performance and retaining a

quality workforce in order to produce higher productivity (Arif & Ameer, 2013;

Rhee, Zhao, & Kim, 2014).

Organizational Human Resource Management techniques are the most

essential competitive weapon or instrument for organizational advancement. HRM

practices must be in place to accommodate and facilitate employees at work, as

well as to derive motivation to work and satisfaction from work; and to facilitate and

boost organizational function. The impact of human resource management

strategies on employee performance was a major emphasis of early research, and

it is the same topic of this study. Similar conclusions about human resource

management strategies have been cited by a number of academics. They consider

it necessary and believe that it is mostly utilized by businesses to increase the

efficacy and productivity of their personnel through human resource management

methods in order to achieve organizational objectives. It is a strategic, rational

strategy for them, as well as a competitive advantage for the organization, which

has an impact on employee performance. There are also pertinent conclusions

about the seven indicators of human resource management methods; training,

performance appraisal, career planning, employee performance, job definition,

compensation, and selection.

 Chapter III
METHODOLOGY

This chapter discusses the research design, locale of the study,

respondents of the study, data gathering instrument and the data gathering

procedure used in the study.

Research Design

The descriptive-correlational research design will be used in this study,

which will be quantitative and non-experimental. A descriptive-correlational

research design is used to outline the specific topic situation and to identify which

variables, constraints, and characteristics seem to be available (Abbott &

McKinney, 2013). Furthermore, non-experimental research, also known as

correlational research, seeks causes of behavior by examining correlations

between variables (Gunbayi & Sorm, 2018). Relationships between variables are

investigated in correlation research. This study will employ a correlational research

approach in order to establish the relationship and impact of Human Resource

Management practices on employee performance of private institution employees

in Koronadal City.
Locale of the Study

The research will be carried out in Koronadal City, South Cotabato

Province. The researchers selected this location to determine the efficacy of the

study among employees of private institutions. Furthermore, the researchers

selected Koronadal City, South Cotabato since there are many private institutions

there, and they used human resource management practices that affect the

performance of their employees and the number of respondents available is high.

Figure 2. Local Map of Koronadal City, South Cotabato

Respondents of the Study

A total of 292 will be surveyed as a sample size for the study, which was

calculated using Raosoft's sample size calculator. The Raosoft sample calculator

is basically a software that primarily calculates or generates the sample size of a

research or survey (Projecttopics, 2018). In the City of Koronadal, there are a total

of 1,200 workers working in various private institutions. The study's respondents

will be chosen using a purposive sampling technique. Purposive sampling (also

known as judgment, selective or subjective sampling) is a sampling technique in

which a researcher relies on his or her own judgment when choosing members of
the population to participate in the study (Alchemer, 2018). Employees from

various private institutions with Human Resource Management practices in

Koronadal City will be the study's respondents. The researchers will select from a

variety of private institutions to conduct employee surveys in order to attain the

total sample size for the study. The researchers opted to conduct the study in

Koronadal City, South Cotabato due to the high number of Private Institutions with

Human Resource Management (HRM) practices and thus high availability of

respondents. Furthermore, the researchers are from South Cotabato, making it

simple to conduct a survey among their respondents.

Data Gathering Instrument

The research instrument utilized in the study will be a questionnaire. It will

be a one-part questionnaire consisting of human resource management practices

and employee performance. The human resource management practices will be

measured using the Likert Scale, which consists of seven items. The questionnaire

is adapted from Singh (2004) and Tahir (2006). Human resource management

practices have the following indicators: training, performance appraisal, career

planning, employee participation, job definition, compensation, and selection. With

regard to the assessment of the employee's performance, the ten-item scale

developed by Tahir Maseed (2010) will be utilized. All items in the variable will be

measured using a 5-point Likert scale, where 1 means "Never" and 5 means

"Always”.
 The survey questionnaire on human resource management practices will

be adapted from the study of Singh (2004).

Table 1. Description of the level of Human Resource Management Practices

Range of Mean Descriptive Level Interpretation

4.20 – 5.00 Very High This means that the

Human Resource
Management practices
are always observed.

3.40 – 4.19 High This means that the

Human Resource
Management practices
are often observed.

2.60 – 3.39 Moderate This means that the

Human Resource
Management practices
are sometimes
observed.

1.80 – 2.59 Low This means that the

Human Resource
Management practices
are rarely observed.

1.00 – 1.79 Very Low This means that the

Human Resource
Management practices
are not observed.
 The survey questionnaire on employee performance will be adapted and

modified from the study of Qureshi M Tahir (2006).

Table 2. Description of the level of Employee Performance

Range of Mean Descriptive Level Interpretation

4.20 – 5.00 Very High This means that the

Employee Performance
is always satisfactory.

3.40 – 4.19 High This means that the

Employee Performance
is oftentimes satisfactory.

2.60 – 3.39 Moderate This means that the

Employee Performance
is sometimes
satisfactory.

1.80 – 2.59 Low This means that the

Employee Performance
is rarely satisfactory.

1.00 – 1.79 Very Low This means that the

Employee Performance
is not satisfactory.

For the Pearson correlation, an absolute value of 1 indicates a perfect linear

relationship. A correlation close to 0 indicates no linear relationship between the

variables (Laerd Statistics, 2020). The following guidelines have been proposed:

Table 3. Pearson Correlation Guidelines

Coefficient, r
Strength of Association Positive Negative

Small .1 to.3 -0.1 to -0.3

Medium .3 to .5 -0.3 to -0.5
Large .5 to 1.0 -0.5 to -1.0
 Cronbach's Alpha (α) will be used to test the internal consistency reliability,

which measures the correlation between the different variables on the same test;

in other words, how different statements that propose to measure the same

general construct produce similar scores. It is most commonly used in surveys with

multiple Likert scale questions to determine the reliability of the scale. Cronbach's

alpha yields a value between 0 and 1, with 1 indicating perfect correlation and 0

indicating no correlation at all (Sekaran, 2013).

Table 4. Reliability Statistics

Cronbach’s Alpha Cronbach’s Alpha Number of Items

Based on Standardized
Items

.968 .970 8

Interpretation: The alpha coefficient for the is .968, suggesting that the items have

relatively high internal consistency. (Note that a reliability coefficient of .70 or

higher is considered “acceptable” in most social science research situations.)

Data Gathering Procedure

The researchers of the study will submit a letter to their research adviser for

approval. A sample survey questionnaire to be validated is included with the letter.

The researchers will conduct the survey after receiving approval for the letter and

validation of the questionnaire. Respondents to the research study will be given

questionnaires. The questionnaire retrieval will be assigned to one of the

respondents before being returned to the researchers after two days.

 The study will rely on primary data collecting methods. The primary data

collection method to be used in this study is survey questionnaires with a Likert

scale as a data collection instrument. Sampling techniques will be utilized to

acquire primary data from the selected target population. The employees of

various private institutions will be the study's target population. A structured

questionnaire will be created and distributed to all research participants. This

study's sample size is set at 292 people. This study will use a selective sampling

technique since the target population depends on the researcher's judgment when

selecting participants to participate in the study. Secondary data on human

resource management practices and employee performance in various private

organizations will be gathered from published research.

Statistical Treatment

Data collected from completed questionnaires will be statistically analyzed

to determine results and make appropriate conclusions and recommendations.

The appropriate statistical methods are as shown below:

Using the appropriate scale, the data will be labeled and classified. To

compare the different answers, a mean value and standard deviation will be

utilized.

These are the following tools used in computing the data:

Mean. This will be used to identify the level of response of study sample

individuals to the study variables.

 Standard Deviation. This will be used to measure the response's spacing

degree about mean.

Pearson-R Correlation Model. This will be conducted to determine the

association between human resource management practices and employee’s

performance.
 Chapter IV
RESULTS AND DISCUSSION

Presented in this chapter are the data and deconstruction of findings based

on the responses of the respondents on the human resource management

practices of private institutions employees in Koronadal City. The discussions are

sequenced according to the following sub headings: level of human resource

management (HRM) practices, level of employee’s performance in five years, the

correlation and overall correlation between HRM practices and employee’s

performance of private institutions, and lastly, hypothesis testing.

Results and Discussion

Level of Human Resource Management (HRM) Practices

of Private Institution Employees

The standard deviation is the distribution's balance point. It is a fundamental

metric of variability. A smaller standard deviation number suggests that the

majority of the observations in a data collection are near to the mean, whereas a

big value shows that the observations are distributed widely about the mean. Table

5 is showing standard deviation and mean values of different indicators of HRM

practices of private institutions in Koronadal City. The overall mean score obtained

by HRM practices is 4.29 with a standard deviation of 0.51, described as high. This

means that the HRM practices are always observed. Specifically, the mean ratings

of the indicators of HRM practices are reveal as follows: training obtained a mean

rating of 4.23 or very high; performance appraisal attained a mean rating of 4.29
or very high; career planning has a mean rating of 4.29 or very high; employee

participation garnered a mean rating of 4.27 or very high; job definition gained a

mean rating of 4.34 or very high; compensation earned a mean rating of 4.32 or

very high; and selection achieved a mean rating 4.29 or very high. The overall

high response of private institution employees means that the domain of HRM

practices are observed most of the time. A generic argument can be developed on

the basis that the small value of standard deviation and high value of mean are

indicative of respondents, agreeing with the options for all the questions asked

from respondents.

Table 5. Level of Human Resource Management (HRM) Practices of Private

Institution Employees, n=292

Human Resource SD Mean Interpretation

Management
Practices

Training 0.48 4.23 Very High

Performance 0.51 4.29 Very High

Appraisal
Career Planning 0.48 4.29 Very High

Employee 0.55 4.27 Very High

Participation
Job Definition 0.44 4.34 Very High

Compensation 0.57 4.32 Very High

Selection 0.54 4.29 Very High

GRAND MEAN 0.51 4.29 Very High

Level of Employee’s Performance in Five Years

Table 6 summarizes the level of employee performance over the last five

years. The overall mean score is 4.36, with a standard deviation of 0.46, indicating

that the employee's performance is always satisfactory.

Table 6. Level of Employee’s Performance in Five Years, n=292

Category SD Mean Interpretation

Employee’s 0.46 4.36 Very High

Performance Level

Correlation Analysis Between Human Resource Management Practices and

Employee’s Performance

Presented in Table 7 are the results of correlation analysis showing the

positive correlation of indicators of HRM practices: training, performance appraisal,

career planning, employee participation, job definition, compensation, and

selection. The result revealed that the seven indicators are found to be a significant

predictor of employee performance having a p- value less than 0.05.

Table 7. Correlation Analysis Between Human Resource Management Practices
and Employee’s Performance; n = 292.

Categories p-value r Interpretation

Training Employee’s p<0.000 0.685** Moderate Positive

Performance Correlation
in Five Years
Performance 0.729** High Positive
Appraisal Correlation

Career Planning 0.734** High Positive

Correlation

Employee 0.696** Moderate Positive

Participation Correlation

Job Definition 0.725** High Positive

Correlation

Compensation 0.795** High Positive

Correlation

Selection 0.786** High Positive

Correlation

**Correlation is significant at the 0.05 level (2-tailed).

The analysis reveals that results have proven the significant relationship

between training and employee performance (r=0.685, p<0.05), performance

appraisal (r=0.729, p<0.05), career planning (r=0.734, p<0.05), employee

participation (r=0.696, p<0.05), job definition (r=0.725, p<0.05), compensation

(r=0.795, p<0.05), and selection (r=0.786, p<0.05).

 Table 8 illustrates the correlations for two variables (HRM practices &

Employee Performance). Pearson correlation analysis was used to examine the

impact of Human Resource Management practices on employee performance.

The results indicate that there is a positive correlation between two variables,

suggesting that the relationship between the variables is significant and has a high

correlation. This signifies that two variables have a strong relationship among each

other.

Table 8. Overall Correlation Analysis Between Human Resource Management

Practices and Employee’s Performance; n = 292.

Category p-value r Interpretation

Human Resource p<0.000 0.838** High Positive

Management Correlation

vs.

Employee’s
Performance

**Correlation is significant at the 0.05 level (2-tailed).

Hypothesis Testing

To test the hypothesis, a correlation analysis was performed on HRM

practices and employee performance.

HO: There is no significant impact of Human Resource Management practices on

Employee Performance.
 The impact of indicators of HRM practices were tested against employee

performance by using Pearson correlation. The results indicate that there is a

positive relationship between the indicators (training, performance appraisal,

career planning, employee participation, job definition, compensation and

selection) of HRM practices and employee performance as shown in table 7.

Table 9. Results of Hypothesis

Hypothesis HO

There is no significant impact of Rejected

Human Resource Management
practices on Employee
Performance.

The results of the testing hypothesis indicated that the independent

variables significantly correlated with the dependent variable. The correlation

results confirmed a significant relationship between independent variables and the

dependent variable. The p-value (p<0.000) is lower than the significance level (α

=0.05). This signifies that the null hypothesis has been rejected.
 Chapter V
SUMMARY, CONCLUSION AND RECOMMENDATION

This chapter presents the summary of the findings, conclusions and

recommendations based on the data analyzed in the previous chapter.

Summary
The impact of human resource management practices on employee

performance of private institutions in Koronadal City was the focus of this study,

which looked at the impact of HRM practices on employee performance as factors

affecting an organization's performance that need to be managed strategically.

This research seeks to determine the scope of Human Resource Management

Practices in terms of: training, performance appraisal, career planning, employee

engagement, job description, compensation, and selection, as well as their impact

on employee performance. During the second semester of the Academic year

2021-2022, this study, titled "The Impact of Human Resource Management

Practices on Employee Performance of Private Institutions in Koronadal City," was

done.
Findings
The aim of the research is to determine the impact of human resource

management practices on employee performance at private institutions in

Koronadal City. Following a review of the literature and a research of HRM

practices in private institutions in Koronadal City, seven significant HRM practices

are chosen for study. One hypothesis is developed with the goal of determining

the impact of Human Resource Management practices on employee performance.

The test of relationship between variables reveals a significant relationship

between human resource management practices and employee performance,

leading to the rejection of the study's null hypothesis. This means that human

resource management practices are correlated to employee performance.

Furthermore, it indicates that human resource management practices impact

employee performance. The entire result of private institutions' human resource

management practices is significantly correlated with employee performance. In

singular state, training, performance appraisal, career planning, employee

participation, job definition, compensation, and selection are correlated to

employee performance.

This study's results are supported with Hassan's (2016) findings, which

reveal that training (r =.781), performance appraisal (r =.790), and career planning

(r =.796) all have a significant impact on employee performance. A research

conducted by, AL-Qudah, Osman, Ab Halim, and Al-Shatanawi, (2014) on “The

Effect of Human Resources Management Practices on Employee Performance”

showed that there is a positive effect of recruitment & selection and compensation
on employee performance in Malaysian Skills Institute (MSI). With correlation

values of Recruitment & Selection (r =.946; p.05) and Compensation (r =.951;

p.05), the relationship between these two indicators of HRM practices and

employee performance is significant.

This study also confirms the findings revealed by Singh (2016), where he

examined the impact of human resource management (HRM) practices on

organizational performance. The survey was answered by 169 Debre Brehan

University employees, who included both academics and support staff. Human

resource practices such as recruitment and selection, training and development,

performance appraisal, and compensation were shown to have a significant

relationship with university performance in the study. Furthermore, a study

conducted by Shahzad, Bashir, and Ramay (2008) revealed that Compensation

Practices are correlated with lecturers' performance in Pakistan universities (0.44),

p<.01), which is validated by (Teseema & Soeters, 2006) who reported value

(0.38), p<.01).

Additionally, this study is matched with Kirmizi and Deniz's (2009) study on

"The Organizational Commitment of IT Professionals in Private Banks," which

found that including workers in organizational goals and goal-setting had a positive

impact on employees' commitment to organizational performance. This result that

employee participation has a positive relationship with organizational performance

is reinforced by Spreitzer, Noble, Mishra, and Cooke (1999), who state that

increased employee participation leads to higher employee performance and

organizational commitment in general.

Conclusion

The study's focus is to look at the impact of human resource management

practices on employee performance in private institutions. The study discovered

that human resource management practices had an impact on employee

performance in private institutions, either direct or indirect. This suggests that

human resource management practices, regardless of activity, have a significant

impact on employee performance in private institutions.

Furthermore, the study found that giving employees the ability to make

smart decisions might boost their performance. Training and employee

participation both contribute to improved performance (Munjuri, 2011). Singh

(2004) discovered a link between HRM practices and employee performance

(Qureshi et al., 2006). According to the findings of the study, human resource

management (HRM) practices and activities have a considerable impact on

employee performance (Tabiu & Nura, 2013). It is concluded that HRM practices

can improve employee performance, hence influencing employees' perceptions of

performance (Khalid, Rehman & Ilyas, 2014).

Recommendations

Based on the results of the study, the researcher proposed the following

recommendations:

The significant relationship between the two human resource management

practices indicators: training and employee participation on employee performance

suggests that these two indicators must be maintained by private institutional

management because the greater the level of these indicators, the better the

employee performance. This may be achieved by providing regular quality related

training to all employees and having a defined training program in place to

guarantee that they have efficient and effective staff in place to satisfy operational

demands.

The pearson correlation model demonstrating human resource

management practices with indicators of performance appraisal, career planning,

job definition, compensation, and selection as remaining strong predictors of

employee performance suggests that these indicators should be prioritized over

others. This may be accomplished by consistently enhancing employee

productivity via the implementation of optimal HRM practices, because good HRM

practices result in better employee performance, which in turn increases

organizational performance. Furthermore, the implementation of HRM practices

may strengthen a company's current and future employees' knowledge, skills, and

capabilities, improve their performance, and increase the turnover of competent

people while encouraging nonperformers to leave the organization.

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APPENDICES
 APPENDIX A
Statistical Tables
Table 4. Level of Human Resource Management (HRM) Practices of Private
Institution Employees, n=292

Human Resource SD Mean Interpretation

Management
Practices

Training 0.48 4.23 Very High

Performance 0.51 4.29 Very High

Appraisal
Career Planning 0.48 4.29 Very High

Employee 0.55 4.27 Very High

Participation
Job Definition 0.44 4.34 Very High

Compensation 0.57 4.32 Very High

Selection 0.54 4.29 Very High

GRAND MEAN 0.51 4.29 Very High

Table 5. Level of Employee’s Performance in Five Years, n=292

Category SD Mean Interpretation

Employee’s 0.46 4.36 Very High

Performance Level
Table 6. Correlation Analysis Between Human Resource Management Practices
and Employee’s Performance; n = 292.

Categories p-value r Interpretation

Training Employee’s p<0.000 0.685** Moderate Positive

Performance Correlation
in Five Years
Performance 0.729** High Positive
Appraisal Correlation

Career Planning 0.734** High Positive

Correlation

Employee 0.696** Moderate Positive

Participation Correlation

Job Definition 0.725** High Positive

Correlation

Compensation 0.795** High Positive

Correlation

Selection 0.786** High Positive

Correlation

**Correlation is significant at the 0.05 level (2-tailed).

Table 7. Overall Correlation Analysis Between Human Resource Management
Practices and Employee’s Performance; n = 292.

Category p-value r Interpretation

Human Resource p<0.000 0.838** High Positive

Management Correlation

vs.

Employee’s
Performance

**Correlation is significant at the 0.05 level (2-tailed).

Table 8. Results of Hypothesis

Hypothesis HO

There is no significant impact of Rejected

Human Resource Management
practices on Employee
Performance.
 APPENDIX B
Survey Questionnaire
 Republic of the Philippines
SULTAN KUDARAT STATE UNIVERSITY
College of Business Administration and Hospitality Management
Tacurong Campus, E.J.C., Montilla, Tacurong City

QUESTIONNAIRE

The items below indicate questions for the respondents to determine the

impact of human resource management practices on employee performance. The

proponents have adapted a questionnaire which they would like you to fill out in

view of your expertise and practical experience in the business market. Your fair

and expert feedback will make this research a very successful one.

General Instruction: Please fill in all the information needed and answer

the following questions honestly.

Direction: The statements below describe the impact of human resource

management practices on employee performance of private institutions. Kindly

mark with √ the number corresponding to your answer.

5–Always 4–Oftentimes 3–Sometimes 2–Seldom 1–Never

HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES

I. Training 5 4 3 2 1
1. Our organization provides substantial quality
training to all of its employees.
2. Every year, employees in each job will go through
training sessions.
3. There are established training programs in place
to give new employees the abilities they will need to
succeed.
4. Employees receive new knowledge and skills on a
regular basis in order to work in teams.
5. The training requirements defined are realistic,
useful, and aligned with the organization's business
goal.
6. The identified training needs are practical,
relevant, and aligned with the organization's
business plan.

II. Performance Appraisal 5 4 3 2 1

1. Employee performance is evaluated based on
objective, quantifiable outcomes.
2. Our organization's appraisal system is geared for
growth and development.
3. Employees are given feedback and coaching
based on their performance.
4. Employees have trust in the system of
performance evaluations.
5. Individual and team conduct are strongly
influenced by the appraisal system.
6. The data from the appraisals is utilized to make
decisions such as work rotation, training, and
remuneration.
7. All workers understand what the appraisal
system's goals are.

III. Career Planning 5 4 3 2 1

1. Individuals at this company have well-defined
career routes.
2. The immediate superior is aware of the
employee's career goals inside the company.
3. Employees in our company have the opportunity to
advance in more than one position.
4. In this organization, the needs of individuals and
the requirements of the organization are matched.
5. Our company makes career and development
programs for its personnel.
6. When a vacancy arises, our company prefers to
hire an inside employee.
7. Each employee is aware of his or her company's
career path.

IV. Employee Participation 5 4 3 2 1

1. Employees in this company have the authority to
make decisions about cost and quality.
2. Employees in this company are asked to
participate in operational choices by their managers.
3. Employees are given the chance to make
suggestions for ways to enhance the way things are
done here.
4. Employees are encouraged to offer
product/process enhancements.
5. Employees can participate in a profit-sharing/gain-
sharing/employee share ownership programmed.

V. Job Definition 5 4 3 2 1
1. In our organization, each job's responsibilities are
well-defined.
2. Every position in our company has an up-to-date
job description.
3. Each job description lists all of the tasks that an
individual employee is responsible for.
4. The employee shapes the real work obligations
more than the official job description.
5. The real work tasks are formed more by myself
than by the formal job description.

VI. Compensation 5 4 3 2 1
1. Employee incentive compensation is mostly
determined by their success on the job.
2. Salary and other benefits in our company are
equal to the market.
3. Compensation is determined in our business
based on the employee's skill or ability.
4. Every employee's compensation is precisely
proportional to his or her performance.
5. Profit sharing is employed as a tool to reward
improved performance in our company.

VII. Selection 5 4 3 2 1
1. Our organization's selecting processes are very
scientific and thorough.
2. Line managers and HR managers both take part in
the selection process in our company.
3. Valid and standardized tests are used when
required in the selection process.
4. Our organization's selection approach identifies
people with the necessary knowledge, abilities, and
attitudes.
5. The selection approach is carried out objectively
by comparing the job description and human
specifications to what is available.

EMPLOYEE PERFORMANCE
5 4 3 2 1
1. In the previous five years, the quantity of our
workers' work production has increased.
2. In our company, coming up with fresh ideas is
valued.
3. The majority of employees met or exceeded the
organization's five-year goals.
4. Targets set for various personnel are frequently
met.
5. Over the previous five years, overall employee
objective accomplishment has improved.
6. Employees enjoy working in groups.
7. The majority of our personnel are capable of
working independently and deliver excellent results.
8. Employees in our company have been given the
knowledge and skills to make good decisions.
9. In this company, employees' communication skills
have improved.
10. Employee skills are aligned with the
organization's operational and strategic objectives.
Adapted Research Questionnaire

Questionnaires developed by Singh (2004) and Qureshi M Tahir (2006) are

chosen for data collection because existing data is insufficient for analysis.

HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES

I. Training
1. Our organization conducts extensive training programs for its employees in
all aspects of quality. 1 2 3 4 5

2. Employees in each job will normally go through training programs every

year. 1 2 3 4 5

3. Training needs are identified through a formal performance appraisal

mechanism. 1 2 3 4 5

4. There are formal training programs to teach new employees the skills they
need to perform their jobs. 1 2 3 4 5

5. New knowledge and skills are imparted to employees periodically to work in

teams. 1 2 3 4 5

6. Training needs identified are realistic, useful and based on the business
strategy of the organization. 1 2 3 4 5

II. Performance Appraisal

1. Performance of the employees is measured on the basis of objective
quantifiable results. 1 2 3 4 5
2. Appraisal system in our organization is growth and development oriented.
1 2 3 4 5
3. Employees are provided performance-based feedback and counseling.
1 2 3 4 5
4. Employees have faith in the performance appraisal system.
1 2 3 4 5
 5. Appraisal system has a strong influence on individual and team behavior.
1 2 3 4 5
6. The appraisal data is used for making decisions like job rotation, training
and compensation. 1 2 3 4 5
7. The objectives of the appraisal system are clear to all employees.
1 2 3 4 5
III. Career Planning

1. Individuals in this organization have clear career paths.

1 2 3 4 5

2. Employee’s career aspirations within the organization are known by his/

her immediate superior.
1 2 3 4 5

3. Employees in our organization have more than one potential position for
promotion.

1 2 3 4 5

4. Individual and organization growth needs are matched in this organization.

1 2 3 4 5

5. Our organization plans for the career and development of employees.

1 2 3 4 5

6. Our organization prefers an internal employee whenever a vacancy exists.

1 2 3 4 5

7. Each employee is aware of his/her career path in the organization.

1 2 3 4 5

IV. Employee Participation

1. Employees in this organization are allowed to make decisions

related to cost and quality matters.

1 2 3 4 5
 2. Employees in this organization are asked by their superiors to
participate in operations related decisions.

1 2 3 4 5

3. Employees are provided an opportunity to suggest improvements in

the way things are done here.

1 2 3 4 5

4. The organization encourages employees to suggest

product/process improvement.

1 2 3 4 5

5. Employees have access to profit sharing/gain sharing/employee

share ownership plan

1 2 3 4 5

V. Job Definition

1. The duties of every job are clearly defined in our organization.

1 2 3 4 5

2. Each job in our organization has an up to date job description.

1 2 3 4 5

3. The job description for each job contains all the duties performed by
an individual employee.

1 2 3 4 5

4. The actual job duties are shaped more by the employee than by the
formal job description.

1 2 3 4 5

5. The actual job duties are shaped more by myself than the formal job
description

1 2 3 4 5
VI. Compensation

1. Job performance is an important factor in determining the incentive

compensation of employees.

1 2 3 4 5

2. In our organization, salary and other benefits are comparable to the

market.

1 2 3 4 5

3. In our organization, compensation is decided on the basis of

competence or ability of the employee.

1 2 3 4 5

4. The compensation for all employees is directly linked to his/her

performance.

1 2 3 4 5

5. In our organization, profit sharing is used as a mechanism to reward

higher performance.

1 2 3 4 5

VII. Selection
1. The selection systems followed in our organization are highly
scientific and rigorous.

1 2 3 4 5

2. In our organization, line managers and HR managers participate in

selection.

1 2 3 4 5

3. Valid and standardized tests are used when required in the selection
process.

1 2 3 4 5
 4. Selection system in our organization selects those having the
desired knowledge, skills and attitudes.

1 2 3 4 5

5. Selection procedure is done objectively by matching job description

and person specification against what is offered.

1 2 3 4 5

The employee performance is measured by a ten items scale developed by

Tahir Masood (2010).

EMPLOYEE PERFORMANCE

1. Quantity of our employees' work output has improved in last five years.

1 2 3 4 5

2. Coming up with new ideas is appreciated in our organization.

1 2 3 4 5

3. Most of the employees achieved organizational goals of last 5 years

1 2 3 4 5

4. Targets given to different employees often met.

1 2 3 4 5

5. Over all employees targets achievements has improved over the last 5 years.

1 2 3 4 5

6. Employees feel happy to work in teams.

1 2 3 4 5
7. Majority of our employees can work independently and they give high

performance.

1 2 3 4 5

8. Employees in our organization have been enabled to make decisions well.

1 2 3 4 5

9. Employees' communication skills have been improved in this organization.

1 2 3 4 5

10. Employees' competencies are in line with the organizational operational and

strategic goals.

1 2 3 4 5
 APPENDIX C
Cronbach Alpha Reliability Test Result
Reliability Statistics

Cronbach’s Alpha Cronbach’s Alpha Number of Items

Based on Standardized
Items

.968 .970 8

Interpretation: The alpha coefficient for the is .968, suggesting that the items have

relatively high internal consistency. (Note that a reliability coefficient of .70 or

higher is considered “acceptable” in most social science research situations.)

Item Statistics

Mean Standard N
Deviation

Training 3.3720 1.04813 30

Performance 3.4383 1.06158 30

Appraisal

Career Planning 3.5180 .866691 30

Employee 3.1067 .58424 30

Participation

Job Definition 3.6533 .78245 30

Compensation 3.3333 .90414 30

Selection 3.2133 .77180 30

Employee 3.7080 .85330 30

Performance
Inter-Item Correlation Matrix

Training Performance Career Employee Job Compensation Selection Employee

Appraisal Planning Participation Definition Performance

Training 1.000 .847 .809 .724 .834 .818 .735 .740

Performance .847 1.000 .915 .723 .894 .908 .848 .849

Appraisal

Career .809 .915 1.000 .703 .852 .899 .783 .858

Planning

Employee .724 .723 .703 1.000 .717 .677 .615 .462

Participation

Job Definition .834 .894 .852 .717 1.000 .920 .860 .895

Compensation .818 .908 .899 .677 .920 1.000 .841 .890

Selection .735 .848 .783 .615 .860 .841 1.000 .815

Employee .740 .849 .858 .462 .895 .890 .815 1.000

Performance
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