Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service

Tessema, Mussie T.; Soeters, Joseph

doi:10.1080/09585190500366532

Cited by 171 publications

(71 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Addressing poor performers can remove a source of inequity and increase commitment, responsibility, and performance by changing unwanted behaviors, improve attendance, removing obstacles to achievement, and reinforcing public service values (Lawler, 2003;O'Reilly & Weitz, 1980). In recent years, many public services have clarified and expedited processes of progressive discipline, although dismissal often remains difficult (Cooke, 2003;Teclemichael Tessema & Soeters, 2006).…”

Section: Dealing With Poor Performancementioning

confidence: 99%

Managing employee performance in transition economies: A study of Vietnamese public organizations

Plimmer

Berman

et al. 2019

Public Admin & Development

View full text Add to dashboard Cite

Summary Employee performance management (PM) is a public sector reform that furthers development objectives by increasing employee performance, aligning employee efforts with organizational goals, and addressing poor performance. This study discusses employee PM in development contexts. Based on varied employee PM efforts in Vietnamese public organizations, it finds that (a) advanced employee PM practices significantly increase perceived organizational and employee outcomes compared with less advanced employee PM practices, and that (b) executive accountability, Human resource (HR) autonomy and entrepreneurial leadership are strongly associated with successful implementation of employee PM. This article provides detailed description of employee PM practices and suggests implications for implementing public sector reforms in transitional settings.

show abstract

Section: Dealing With Poor Performancementioning

confidence: 99%

Managing employee performance in transition economies: A study of Vietnamese public organizations

Plimmer

Berman

et al. 2019

Public Admin & Development

View full text Add to dashboard Cite

show abstract

“…A promotion program in an organization is a critical component for employees' encouragement, loyalty and satisfaction. (Teclemichael Tessema and Soeters 2006) , (Mustapha and Zakaria 2013), (Bhamani) and (Danish and Usman 2010) research results demonstrated that promotion practices have positive relationship with perceived performance of employees, and job satisfaction and employees' work motive respectively. Moreover, (Gaertner and Nollen 1989) and (Chughtai and Zafar 2006) results proved that promotion opportunities is positively related to employees commitment and they suggested that employees who have been promoted tends to be more committed.…”

Section: Promotionmentioning

confidence: 99%

How Job Satisfaction Factors Affects Components of Organizational Commitment: Study on Employees of Star Hotels in Eritrea

Araya

Ma²

2016

ijhrs

View full text Add to dashboard Cite

This study focused on how job satisfaction factors affects components of organizational commitment among the basic employees of star hotels in Eritrea. Besides, the impact of control variables on the relationship between job satisfaction factors and components of organizational commitment were assessed. Job Satisfaction Survey (JSS) by Spector and Organizational Commitment Questionnaire (OCQ) by Mayer and Allen were used to measure the respondents' job satisfaction and organizational commitment.Pearson Correlation analysis was done to identify the relationship between the independent variables and dependent variable. The results indicates that there is significant relationship between pay satisfaction, satisfaction with promotion, satisfaction with nature of work and satisfaction with communication in the organization and employees' organizational commitment, in which each variables is significant at p=.000. Nevertheless, satisfaction with supervision and co-workers found to be insignificant to contribute to basic employees' commitment with p>0.05. With regard to the degree and direction of relationship, satisfaction with pay has strong and positive relationship, satisfaction with promotion, nature of work and communication possesses a moderate positive relationship with organizational commitment.To identify whether control variables have impact on the relationship b/n job satisfaction factors and components of organizational commitment, a hierarchical stepwise multiple regressions was examined. Though the correlation analysis illustrated that pay, promotion, nature of work and communication can contributes to the basic employees' affective, continuance and normative commitment, but with the presence of the control variables the result appeared differently. On the presence of control variables, pay, promotion, supervision and communication can contributes to the employees' affective commitment; pay and ISSN 2162-3058 2015 www.macrothink.org/ijhrs 96 promotion can contributes to the employees' continuance commitment and only pay can contributes to the employees' normative commitment. International Journal of Human Resource Studies

show abstract

“…A society where, minor inequities in outcome do not occur would be deemed as a society directed by the doctrine of distributive justice (Asghar, Qayyum, Zaheer, Mughal, & Khalid, 2011;Dent, 2015 Tessema & Soeters, 2006). Individuals have the potential to contribute better towards the attainment of organizational objectives.…”

Section: Review Of the Literaturementioning

confidence: 99%

Career Success and Organizational Justice as the Potential Predictors of Perceived University Performance: A Study from Public Sector Universities of Pakistan

Khan¹,

Shamsudin²

2016

Int J Econ Manag Sci

View full text Add to dashboard Cite

The main aspiration of the study remained to explore and examine the predictors of perceived university performance. While career success for the faculty members of public sector universities in Pakistan is becoming the area of interest for researchers and academicians. Data were collected from 223 faculty members who are currently serving as faculty members in public sector universities of Pakistan. The results supported the significant positive association of career success and organizational justice with perceived university performance. SEM-PLS technique through, Smart PLS 2.0 applied to explore the results.

show abstract

Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service

Cited by 171 publications

References 35 publications

Managing employee performance in transition economies: A study of Vietnamese public organizations

Managing employee performance in transition economies: A study of Vietnamese public organizations

How Job Satisfaction Factors Affects Components of Organizational Commitment: Study on Employees of Star Hotels in Eritrea

Career Success and Organizational Justice as the Potential Predictors of Perceived University Performance: A Study from Public Sector Universities of Pakistan

Contact Info

Product

Resources

About