ROLE OF HRD ON JOB SATISFACTION ON BANK EMPLOYEES
Keywords:
Bank, Employee, Human Resource Management, Job SatisfactionAbstract
In the field of Human Resource Management, the concept of job satisfaction and dedication in any workplace is still one of the most complicated and extensively researched concepts to be discovered and investigated. To determine how human resource management strategies affect work satisfaction and organisational commitment in the Indian banking industry, this study was conducted. Among the influencing factors linked to human resource management practises on job satisfaction and organisational commitment are job security, compensation, training and development, equity, top management attitude, and work autonomy, according to a review of the relevant literature. One hundred employees from various private and public banks in Ahmedabad were interviewed using a standardised questionnaire, and the findings were then objectively assessed to determine their opinions. An investigation of the perception of bank workers toward human resource management, as well as the relationship between demographic parameters of bank employees and their degree of job satisfaction, was conducted using a one sample test and chi-square testing.
Downloads
References
• Abdullah, MA, Shuib, M, Muhammad, Z, Khalid, HN, Nor, MN & Jauhar, J (2007), 'Employee Organisational Commitment In Smes: Evidence From The Manufacturing Sector In Malaysia', International Review of Business Research Papers, vol 3, no. 2, pp. 12-26.
• Ambreen M. (2011), Impact of Implied Organizational Support on Organizational Commitment, European Journal of Business and Management, Vol 3, No.11, ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 2011
• Ambreen M. (2011), Impact of Implied Organizational Support on Organizational Commitment, European Journal of Business and Management, Vol 3, No.11, ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 2011
• Appellabum E., Bailey T., Berg P. and Kalleberg A., (2000) Manufacturing advantage: Why highperformance work systems pay off. Ithaca, NY: Cornell University Press.
• Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurationally performance predictions. Academy of Management Journal, 39(4), 802–835
• Delaney, J.T. Huselid, M.A, impact of human resource management practices on perceptions of organizational performance. The Academy of Management Journal, Vol.3, No.4, pp. 949-969, 1996
• Dittmer, P. R. (2002). Dimensions of the Hospitality Industry, 3rd ed. New York: John Wiley & Sons.
• Godard (2001), High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work. Industrial and Labor Relations Review, vol.54, no.4, pp776-805.
• Ivancevich, J. M. and Matteson, M. T. (1990), Organizational Behavior and Management, Second Edition, Boston: BPI Irwin.
• Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B. & Swart, J. (2005), “Satisfaction with HR practices and commitment to the organisation: why one size does not fit all”, Human Resource Management Journal, Vol.15, pp.9-29.
• Lee, F-H. & Lee, F-Z. (2007). The relationships between HRM practices, Leadership style, competitive strategy and business performance in Taiwanese steel industry, Proceedings of the 13th Asia Pacific Management Conference, Melbourne, Australia, 2007, 953-971.
• Locke E.A., (1969), What is job satisfaction? Organizational Behaviour and Human Performance, vol.41, no.4, pp309-36.
• Lund D., (2003), "How to analyze the investment–uncertainty relationship in real option models?," EPRU Working Paper Series 03-17, Economic Policy Research Unit (EPRU), University of Copenhagen. Department of Economics.
• Miller, K. & Monge, P. (1986). Participation, Satisfaction and Productivity: A Meta-analytic Review, Academy of Management Journal, Vol 29, pp 727-753.
• Mowday, R. T., Steers, R.M. & Porter, L. W. (1979), “The measurement of organizational commitment”, Journal of Vocational Behaviour, Vol. 14, pp.224-247.
• Meyer, J. P. & Allen, N. J. (1984), “Testing the “Side-Bet Theory” of organizational commitment: some methodological considerations”, Journal of Applied Psychology, Vol. 69, pp.372-378.
• Meyer, J. P. & Allen, N. J. (1991), “A three-component conceptualization of organizational commitment”, Human Resource Management Review, Vol. 1, pp.61-89.
• Meyer, J. P. and Allen, N. J. (1993), A Three Component Conceptualizaiton of Organizational Commitment, Human Resource Management Review, 1, 61-98.
• Meyer, J.P. and Allen, N.J. (1997) Commitment in the Workplace: Theory, Research, and Application. Thousand Oaks, CA: Sage
• Meyer, J. P., Stanley, D. J., Herscovitch, L. & Topolnytsky, L. (2002), “Affective, continuance and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences”, Journal of Vocational Behaviour, Vol. 61, pp.20-52.
• Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. New York: Academic Press.
• Nasurdin M. A., Hemdi M. A.and Guat L.P.(2008). Does perceived organizational support mediate the relationship between human Resource management practices and organizational commitment? Asian Academy of Management Journal, Vol. 13, No. 1, January, PP. 15–36.
• Pfeffer, J. (1994). Competitive advantage through people: Unleashing the power of the work force, Boston, Harvard Business School Press
• Ray S. and Ray I. A. ( 2011). Human Resource Management Practices and Its Effect on Employees’ Job Satisfaction: A Study on Selected Small and Medium Sized Iron &Steel Firms in India, Public Policy and Administration Research, Vol.1, No.1, ISSN 2224-5731(Paper) ISSN 2225-0972
• Schuler, R., & Jackson, S. (1987). Linking competitive strategies and human resource management practices. Academy of Management Executive, 1(3), 207–229.
• Silvestro R.,(2002), Dispelling the modern myth: Employees satisfaction and loyalty drive service profitability, International Journal of Service industry management, vol.22, no.1.
• Smith, C. S. & Brannick, M. T. (1990). A role and expectancy model of participative decision-making. A replication and theoretical extension, Journal of Organizational Behaviour, Vol. 11, pp. 91-104.
• Steijn ,B(2004), Human resource management and job satisfaction in the Dutch public sector. Review of Public Personnel Administration, Vol.24, No.4, pp. 291-303.
• Ting,Y(1997),Determinants of job satisfaction of Federal Government Employees, Public Personnel Management, Vol.26, No.3, pp. 313-334.
• Wagner, J. A. & Gooding, R. Z. (1987). Shared influence and organizational behaviour: A meta-analysis of situational variables expected to moderate participation-outcome relationships, Academy of Management Journal, Vol. 30, No. 3, pp 524-541.