Pay for Performance, Performance Management, and Internal Promotional Opportunities of Human Resource Practices with Job Performance
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 (...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Canadian Center of Science and Education
2020
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| Subjects: | |
| Online Access: | http://eprints.usm.my/46147/1/2020%20BG%20IJBM%2015%281%29%20111219.pdf |
| _version_ | 1825835287133028352 |
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| author | Desa, Nasina Mat Asaari, Muhammad Hasmi Abu Hassan |
| author_facet | Desa, Nasina Mat Asaari, Muhammad Hasmi Abu Hassan |
| author_sort | Desa, Nasina Mat |
| collection | USM |
| description | 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. |
| first_indexed | 2024-03-06T15:35:28Z |
| format | Article |
| id | usm.eprints-46147 |
| institution | Universiti Sains Malaysia |
| language | English |
| last_indexed | 2024-03-06T15:35:28Z |
| publishDate | 2020 |
| publisher | Canadian Center of Science and Education |
| record_format | dspace |
| spelling | usm.eprints-461472020-02-10T02:54:10Z http://eprints.usm.my/46147/ Pay for Performance, Performance Management, and Internal Promotional Opportunities of Human Resource Practices with Job Performance Desa, Nasina Mat Asaari, Muhammad Hasmi Abu Hassan HD58.7-58.95 Organizational behavior, change and effectiveness. Corporate culture 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. Canadian Center of Science and Education 2020 Article PeerReviewed application/pdf en http://eprints.usm.my/46147/1/2020%20BG%20IJBM%2015%281%29%20111219.pdf Desa, Nasina Mat and Asaari, Muhammad Hasmi Abu Hassan (2020) Pay for Performance, Performance Management, and Internal Promotional Opportunities of Human Resource Practices with Job Performance. International Journal of Business and Management, 15 (1). ISSN 1833-3850 http://www.ccsenet.org/journal/index.php/ijbm/article/view/0/41560 |
| spellingShingle | HD58.7-58.95 Organizational behavior, change and effectiveness. Corporate culture Desa, Nasina Mat Asaari, Muhammad Hasmi Abu Hassan Pay for Performance, Performance Management, and Internal Promotional Opportunities of Human Resource Practices with Job Performance |
| title | Pay for Performance, Performance Management, and Internal
Promotional Opportunities of Human Resource Practices with Job
Performance |
| title_full | Pay for Performance, Performance Management, and Internal
Promotional Opportunities of Human Resource Practices with Job
Performance |
| title_fullStr | Pay for Performance, Performance Management, and Internal
Promotional Opportunities of Human Resource Practices with Job
Performance |
| title_full_unstemmed | Pay for Performance, Performance Management, and Internal
Promotional Opportunities of Human Resource Practices with Job
Performance |
| title_short | Pay for Performance, Performance Management, and Internal
Promotional Opportunities of Human Resource Practices with Job
Performance |
| title_sort | pay for performance performance management and internal promotional opportunities of human resource practices with job performance |
| topic | HD58.7-58.95 Organizational behavior, change and effectiveness. Corporate culture |
| url | http://eprints.usm.my/46147/1/2020%20BG%20IJBM%2015%281%29%20111219.pdf |
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