The Impact of Human Resource Management Practices on Organizational Performance Case Study: Manufacturing Enterprises in Kosovo

Abstract

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

HRM Practices and Organizational Performance of Higher Secondary Educational Institutions: Mediating Role of Service Innovation and Organizational Commitment

“…Recruitment and selection, training and development, rewards and compensation, employees' job involvement, and workplace conditions indicated a positive and significant influence on organizational performance. However, the impact of recruitment and selection is comparatively more significant (Jashari & Kutllovci, 2020). Training programs, teamwork orientation, incentives, performance management, and employment security are significantly positive to boost the performance of organizations (Omar, Ali, & Masrom, 2020).…”

The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions

“…The organizational results may refer to efficiency, productivity, innovativeness, quality of products/services, and competitive advantage (Acosta-Prado et al, 2020; Arthur, 1994; Becker and Gerhart, 1996; Birdi et al, 2008; Easa and Orra, 2020; Ferguson and Reio, 2010; Huselid, 1995; Huselid et al, 1997; Paawe and Ferndale, 2017; Pfeffer and Veiga 1999; Sparrow et al, 2016; Stor and Haromszeki, 2020b). The research within the managerial results in most cases refers to the interrelations and levels of coherence between business strategies and particular subfunctions of HRM with company’s performance results (Beer et al, 1984; Bello-Pintado, 2015; Chanda and Shen, 2009; Dastmalchian et al, 2020; Jashari and Kutllovci, 2020; Guest, 1997; Guest et al, 2011; Schuler and Jackson, 1987; Stor and Suchodolski, 2016; Wright and Snell, 1991, 1995). And the behavioral results may include work flexibility, employee attitudes, participation, job performance, employee learning, employee performance, employee engagement and satisfaction, employee and/ or managerial interpersonal relations, employee competency development, and leadership development (Ferguson and Reio, 2010; Juchnowicz, 2010; Nagy, 2002; Peretz et al, 2018; Rich et al, 2010; Sparrow et al, 2016; Stor and Haromszeki, 2019; Taamneh et al, 2018; Villajos et al, 2019; Wickramasinghe and Liyanage, 2013).…”

Impact of Information Technology on the HR Practices in the Public Sector: Evidence from the Republic of Kosovo

“…The performance of an enterprise depends heavily on finding the right people to work for them, to guide the selected employee and to ensure their needs (Arta JASHARI, Enver KUTLLOVCI, 2020). Human Resource Information System (HRIS) is a Human Resource Management (HRM) tool that enables an organization to design and manage a comprehensive human resources strategy through information technology (Alam., 2017) (Dery, K., Grant, D., & Wiblen, S, 2014) (Try Hikmawan, Budi Santoso, July 2020).…”