Summary: | This study explores the relationship and the impact of pay for performance, performance management, and
internal promotional opportunities of human resources practices toward task performance and contextual
performance of job performance. The study was conducted on the electrical and electronics (E&E) engineers in
the Bayan Lepas Free Trade Zone, Penang. Self-administered questionnaires were distributed through the E&E
manufacturing companies’ human resource managers. A total of 1,100 questionnaires were distributed that
adapted and adopted the research tools of Rhoades et al. on pay for performance, Allen et al. on performance
management, Wayne et al. on internal promotional opportunities, Williams and Anderson on task performance,
and Hochwarter et al. on contextual performance. A total of 181 were returned but 150 questionnaires were
useable for this study. The engineers indicated that only the internal promotional opportunities had a relationship
with task performance and contextual performance. On the other hand, pay for performance and performance
management had a relationship with contextual performance but not with task performance. Moreover, engineers
indicated that none of the human resource practices, namely pay for performance, performance management, and
internal promotional opportunities, had an impact on both of their job performance, namely task performance
and contextual performance.
|