Can high performance work practices and satisfaction predict job performance?An examination of the Malaysian private health-care sector

Abstract

Purpose This paper aims to examine the effects of high-performance work practices (HPWPs) (participation, training and compensation) on nurses’ job performance (task and contextual) through the mediating role of job satisfaction. As nurses form the bulk of health-care professionals, their performance at work is crucial in determining patient satisfaction regarding care quality. HPWPs have been recognized as having the ability to affect employees’ work attitudes and behaviours positively. Specifically, these practices foster job performance. Design/methodology/approach Self-administered questionnaires were used to collect the survey data on 639 staff nurses working in large private hospitals in Malaysia. Data were subsequently analysed using the partial least squares method. Findings The findings indicate that job satisfaction serves to mediate the relationships between the three HPWPs (participation, training and compensation) and the two dimensions of job performance (task performance and contextual performance). Research limitations/implications First, as all variables were measured using self-reports, a common-method bias could exist (Podsakoff et al., 2003). Hence, future researchers may want to combine self-assessments and supervisory or peer assessment to improve the validity of the outcomes. Second, the cross-sectional nature of this study limits our ability to make causal inferences. Bias could happen because the study examined both exogenous and endogenous variables at the same time. Thus, a longitudinal approach taken in the future could cross-validate the current findings and provide additional support regarding the causality of the HPWPs-job performance relationship. Third, the data were collected from staff nurses working in large private hospitals in Peninsular Malaysia. Thus, one should be careful to generalize the findings to different health-care professional groups and organizations. Practical implications From the practical perspective, it is evident from the findings that as job satisfaction is able to enhance job performance and given the need for nurses to provide quality health-care services, private hospital authorities concerned with encouraging greater job performance among their nursing workforce need to provide adequate support to their employees. This could be achieved through the implementation of HPWPs. Perceptions of the extent of a hospital’s HPWPs in terms of participation, training and compensation, have significant and positive effects on nurses’ level of job satisfaction. Therefore, it would be worthwhile for private hospitals to encourage more opportunities for nurses to participate in decision-making regarding their work. In addition, frequent training activities will be able to enhance nurses’ knowledge, skills and abilities, resulting in greater satisfaction Originality/value To the best of the authors’ knowledge, this is the first attempt to investigate the effects of HPWPs on nurses’ job performance in the Malaysian private health-care context. As studies using Eastern samples are relatively limited, the findings from this study would serve to expand the extant literature from a cross-cultural perspective.

Peran Mediasi Job Satisfaction dan Employee Engagement Pada Compensation Terhadap Job Performance Di PT Telkom Indonesia Regional Jabodetabek Banten

“…(Sadhana & Sintaasih, 2015) pernah meneliti hubungan antara kompensasi dan kepuasan kerja dan menemukan bahwa karyawan akan memiliki kepuasan kerja yang dapat dipengaruhi positif signifikan secara langsung oleh kompensasi yang menandakan bahwa tingkat kepuasan kerja dapat ditingkatkan dengan mengalokasikan kompensasi yang saksama oleh perusahaan Apresiasi yang diserahkan oleh organisasi pada karyawannya selaku balasan atas kesediaannya untuk melaksanakan berbagai pekerjaan serta layanan dalam institusi yang bisa dihitung bersumber pada penilaian profesi, kalkulasi imbalan bersumber pada penilaian profesi itu dimaksudkan untuk memperoleh pemberian imbalan yang mendekati kelayakan (worth) serta kesamarataan (equity) (Rana & Malik, 2017) . Dalam pemberian kompensasi, yang perlu diperhatikan adalah kompensasi harus sesuai, adil, dapat diterima, memuaskan, memotivasi untuk bekerja, memberi penghargaan, dan berdasarkan kebutuhan yang sesuai dengan kontribusi mereka kepada organisasi sehingga mereka merasa dihargai (Nasurdin, Tan, & Khan, 2020) Sejauh mana seorang individu yang bekerja dalam suatu organisasi merasa bahwa segala kebutuhannya terpenuhi, bisa memiliki prilaku menikmati terhadap pekerjaannya dan menunjukkan seberapa besar tingkat job satisfaction terhadap pekerjaannya. Job satisfaction dapat dipengaruhi oleh kemampuan karyawan untuk menyelesaikan tugas yang diperlukan, tingkat komunikasi dalam perusahaan, dan cara manajemen memperlakukan bawahan (Pongton & Suntrayuth, 2019) .…”

“…Berdasarkan (Memon, et al, 2021) , dimensi dari employee engagement ialah : Vigor ditandai dengan menjadi aktif di tempat kerja, fleksibel dalam semangat, ingin bekerja keras, serta tidak tergoyahkan dalam kesusahan; Pengabdian merujuk pada rasa komitmen yang kuat untuk bekerja, rasa bernilai, antusiasme serta tantangan untuk bekerja; serta Absorption ialah jika karyawan asyik dengan profesinya, membuat durasi pekerjaan terasa berlalu dengan segera, sehingga susah untuk menarik diri dari profesi Penelitian yang dilakukan ini merupakan modifikasi dari beberapa penelitian terdahulu yaitu penelitian yang dilakukan oleh (Nasurdin, Tan, & Khan, 2020) yang meneliti tentang pengaruh partisipasi, kompensasi, dan training terhadap performansi perusahaan dengan kepuasan kerja sebagai variabel mediasinya, penelitian yang dilakukan oleh (Hoque, Awang, Siddiqui, & Sabiu, 2018) yang mendalami pengaruh sistem kompensasi pada performansi karyawan dengan mediasi keterikatan keryawan, penelitian yang dilakukan oleh (Goyal & Patwardan, 2020) yang mengkaji keterikatan kerja yang dipengaruhi kompensasi, penelitian yang dilakukan oleh (Abugre & Nasere, 2020) yang mengkaji performansi karyawan yang dipengaruhi kompensasi dengan mediasi keterlibatan kerja, dan penelitian yang dilakukan oleh (Ashraf, 2020) yang mendalami pengaruh faktor demografi pada komitmen organisasi dengan mediasi kompensasi dan kepuasan kerja.…”

“…employee engagement untuk karyawan yang bertugas di perusahaan telekomunikasi, PT Telkom Indonesia regional Jabodetabek Banten, dimana Telkom merupakan salah satu perusahaan telekomunikasi terbesar di Indonesia dan memiliki peningkatan pendapatan paling tinggi dibandingkan kompetitornya di industri telekomunikasi. Penelitian ini memiliki novelty yaitu job satisfaction tidak memiliki pengaruh signifikan terhadap job performance baik dalam hal pengaruh langsung maupun sebagai variabel mediasi, serta compensation tidak berpengaruh signifikan langsung terhadap job performance sehingga temuan ini berbeda dengan hasil penelitian yang telah dilakukan sebelumnya (Nasurdin, Tan, & Khan, 2020;Abugre & Nasere, 2020;Ashraf, 2020) Adapun rumusan permasalah yang diambil pada penelitian ini ialah:…”

Re-Engineering the Human Resource Strategies Amid and Post-Pandemic Crisis: Probing into the Moderated Mediation Model of the High-Performance Work Practices and Employee's Outcomes

“…Fourth, the moderated mediation impact of PPC and OBSE was tested in the link between HPWPs and outcomes of employees. Additionally, in this study, we overcame the gap suggested by Gahan et al (2020), Nasurdin et al (2020), and Rubel et al (2020), as these authors advanced to use the supervisor-subordinate and self-assessed data for the validation of the outcomes and to explore under which circumstance HPWPs produce better performance. Additionally, this study also responds to the studies by Han et al (2020), Iyanda Ismail et al (2020), andNasurdin et al (2020), where they suggested to explore the influence of HPWPs on psychological capital (Okun, 2020) in other organizational setups with different outcomes of employees.…”

“…Additionally, in this study, we overcame the gap suggested by Gahan et al (2020), Nasurdin et al (2020), and Rubel et al (2020), as these authors advanced to use the supervisor-subordinate and self-assessed data for the validation of the outcomes and to explore under which circumstance HPWPs produce better performance. Additionally, this study also responds to the studies by Han et al (2020), Iyanda Ismail et al (2020), andNasurdin et al (2020), where they suggested to explore the influence of HPWPs on psychological capital (Okun, 2020) in other organizational setups with different outcomes of employees. Finally, employing COR theory adds to the literature of organizational behavior by examining the current framework field in the developing country, i.e., Pakistan, particularly in the COVID-19 pandemic, as shown in Figure 1.…”