Refine your search
Collections
Co-Authors
Year
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Mehta, Ashwini
- Human Resource Development Practices and Employee Performance:Study of Indian Automobile Industry
Abstract Views :268 |
PDF Views:0
Authors
Affiliations
1 MGGCPS, Indore, M.P., IN
2 FCM, SGT University, Gurgaon, Haryana, IN
1 MGGCPS, Indore, M.P., IN
2 FCM, SGT University, Gurgaon, Haryana, IN
Source
Optimization: Journal of Research in Management, Vol 11, No 1 (2019), Pagination: 48-55Abstract
Human resource plays a vital role in highly skilled and knowledge intensive industries like automobile industry. The growth and development of an organization greatly depends upon its human resource than the other resources and to achieve success it is necessary that right person must be placed at right job and his potential must be enhanced through multiple and continuous training since development and delivery of quality products and services depend upon quality of human resource. Talented and learned human resource is the need of highly competitive, dynamic and technical industries, needed continuous and multiple-skill training. Thus, to attain such human resource, industries should emphasize on developing and nurturing a strategy based human resource development practices. Results of this study could provide human resource professionals with useful and valuable information to formulate strategies to decide what human resource practices should be effectively implemented in their organizations that maximizes employee’s performance. This study investigated the impact of HRD Practices namely compensation, performance appraisal, training and development, job definition, career planning, employee participation, selection on employee performance of selected Indian automobile industries.Keywords
HRD Practices, Employee Performance, Compensation, Performance Appraisal, Training and Development, Employee Participation.
References
- • Al_Qudah, H. M. A., Osman, A., & Al_Qudah, H. M. (2014). The Effect of Human Resources Management Practices On Employee Performance. International Journal Of Scientific & Technology Research, 3(9), 129-134
- • Argentero, P., Cortese, C. G., & Ferretti, M. S. (2008). An Evaluation of Organizational Citizenship Behavior: Psychometric Characteristics of the Italian Version of Podsakoff et al’s Scale. TPM, 15(2), 61-75
- • Baloch, Q.B., Ali, N., Ahsan, A., & Mufty, A. (2010). Relationship between HRD Practices and perceived employees performance of bankers in NWFP, Pakistan: Empirical Evidence. European Journal Social Science, 10(2), 210-214.
- • Bowra, A. M., W, H., & Khan, A. H. (2011). An empirical investigation of human resource practices: A study of autonomous medical institution employee in punjab. African Journal of Business Management, 6390-6400.
- • Gyensare, M. A., & Asare, J. A. (2012). Relationship between HRD Practices and perceived performance of psychiatry nurses in Ghana. African Journal of Business Management, 6(6), 2137-2142.
- • Hassan, S. (2016). Impact of HRM Practices on Employee’s Performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15– 22
- • Karami, A.K.D., Yazid, M. S. A., Khatibi, A., & Azam, S. M. F. (2017). Developing and Validating the HRM Framework in the UAE Aluminium Industry Context. European Journal of Human Resource Management Studies, 1(1), 36-49
- • Khatibi, P., Asgharian, R., Saleki, Z., & Manafi, M. (2012). The Effect of HRD Practices on Perceived Employee Performance: A study of Iranian. Interdisciplinary Journal of Contemporary Research in Business, 4(4), 82-98.
- • Marwat, Z. A., Arif, M., & Jan, K. (2010). Impact of selection, training, performance appraisal and compensation on employee performance: A case of Pakistani telecom sector. Interdisciplinary Journal of Contemporary Research in Business, 1(7), 186-201.
- • Riaz, Q., Khan, A., Wain, A. M., & Sajid, M. (2012). Impact of HRD Practices on Perceived Performance of Hospital Employees in Pakistan. Journal of Economics and Sustainable Development, 3(11), 10-15
- • Sarker, A. S. (2017). Human Resource Management Practices and Employee Performance in Banking Sector of Bangladesh. Journal of Human Resource Management, 10(1/2), 68-80
- • Shahzad, K., Bashir. S., & Ramay, M.I. (2008). Impact of HRD Practices on the perceived performance of university teachers in Pakistan. International Revolution Business Research, 4(2), 302-315.
- • Singh, A. K. (2005). HRD Practices and Philosophy of Management in Indian Organizations. Vikalpa, 30(2), 71-79.
- • Tahir, Q. M. & Mohammad, R. I. (2006). Impact of Human Resource Management Practices on Organizational Performance in Pakistan, Unpublished doctoral dissertation, Muhammad Ali Jinnah University Islamabad.
- • Tanveer, Y., Shaukat, M.Z., Alvi, S.A., & Munir, A. (2011). The Way Human Resource Management (HRM) Practices Effect Employees Performance: A Case of Textile Sector. Interdisciplinary Journal of Contemporary Research in Business, 1(4), 112-117.
- • Tessema, MT & Soeters, JL. (2006). Challanges and practices of HRM in developing countries: Testing the HRM - performance link in the Eritrean civil service. International Journal of Human Resource, 17(1), 86-105.
- • Zaitouni, M., Sawalha, N. N., & Sharif, A. E. (2011). The Impact of Human Resource Management Practices on Organizational Commitment in the Banking Sector in Kuwait. International Journal of Business and Management, 6(6), 108-123.