Professional Documents
Culture Documents
IMPACT OF HUMAN
RESOURCE MANAGEMENT
PRACTICES ON JOB
PERFORMANCE A
COMPARATIVE STUDY ON
PUBLIC AND PRIVATE
HOSPITALS
ABSTRACT
HRM is often viewed as a mechanism for integrating human resource policies and
practices into the organization’s business strategy; and also as a more up-to-date description,
emphasizing that people are a resource to be managed just as much as any of the
organization’s other resources and that they are an asset rather than a cost. Without the
efficient use of human resources, management can never accomplish organizational
objectives. Therefore, creating and maintaining a motivated workforce is the central
responsibility of management everywhere. Management of human resources is a very
challenging job. It is not only concerned with managing people at work, but also with
managing a social system. It is a challenging job because of dynamic nature of human
element.
Human resources comprise of a large number of individuals of gender, age group,
socio-religious groups and of various educational or literacy standards. These individuals
exhibit not only similar behavior patterns and characteristics to a certain degree, but also they
have much dissimilarity. Each individual who works has his/her own set of needs, drives,
goals, and experiences and also possesses his/her own physical and psychological traits. A
person is not only a product of his biological inheritance but also a result of interactions with
his environment. Family relationships, religious influences, racial background, educational
accomplishment, and many other environmental factors affect him/her. Among the
environmental factors which influence his/her work behavior are various organizational
elements such as authority relationships; organizational goals, procedures, rules and policies,
informal group relationship, the type and manner of supervision received by the employee
and the like. The quality of an organization is, to a large degree determined by the quality of
people it employs (Gupta, 2012).
As health sector comprises of various occupations, HRM remains a challenge. As
opined by Agarwal, Garg and Pareek (2011), HRM is a planned approach to manage people
effectively for performance by providing a more open, flexible, and caring management style
so that the staff will be motivated, developed, and managed in a way that they can give their
best to support departments. And so, HRM plays a vital role in formulating and safeguarding
motivational and attitudinal aspects of the employees of health sector.
x
HRM practices influence organizational performance by creating an impact on
employees’ attitudes, skills, abilities, knowledge, motivation and working patterns, (Delaney
& Huselid, 1996). The positive attitudes of employees would help them to contribute their
best to the organization. When they find satisfaction in their work, this could make them to be
committed to the organization as a result, their performance will be better.
Patient is the medium of input in a hospital environment. Nurses' satisfaction
is positively linked to patients’ satisfaction and to quality of care. Patient satisfaction is
an attitude, a person's general orientation towards a total experience of healthcare they
receive. Job satisfaction is an important component of hospital staff lives that can
impact on patient safety, staff morale, productivity and performance, quality of care,
retention and turnover, commitment to the organization and the profession with
additional replacement costs and further attempts to hire and orientate new staff .
Satisfaction like many other psychological concepts, is easy to understand but,
difficult to define. Priorities are necessary in hospital settings. Just because a doctor has
been employed by the hospital for many years, it does not mean that his patients, lab
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
work or demands are any more important than those of other doctors, or other members
of the staff.
The HR departments in various healthcare organizations have implemented several
functional changes by conducting a detailed review of the operations. Of these, talent
management is of paramount importance. Hence, attracting and retaining the much-needed
talent and preventing them in search of better opportunities remain a major challenge for
HR professionals in the healthcare sector. Considering the prevailing realities the
healthcare organizations must give talent management a top priority. They must attract
and retain qualified staff to ensure quality care. They must constantly monitor their
employee’s value. They must source and develop talent carefully, keeping employees
engaged and committed, while removing underperformers. And they must ensure that
every manager in the hospital system understands the rules of engagement and embraces a
leadership role in talent management.
At this backdrop, the major research problem investigated in the study was gathering
information about the employees of both public and private sector healthcare service
providers in India for finding out the major effects of perceived HRM practices leading
to job satisfaction giving the outcome of organizational commitment, citizenship
xi
behavior & job performance as well as to measure the effect of employees’ job
dissatisfaction on negative word of mouth communication, for the formulation of future
HR strategy.
This study seeks to address these following research questions:
• Are the functional causal factors of employees’ perceived HRM practices and its
effects in the healthcare service environment found in existing body of knowledge
Chapter -1
INTRODUCTION
The need o HRM is felt in order to accomplish the organizational objectives through
people. The objective of HRM is to ensure organizational success through competent
workforce this can be possible if the organization performs all HR Practices such as
recruitment, selection, performance appraisal, training & development talent acquisition &
Management, career planning, motivation of employees, leadership (Gupta 2012)
The organizational objective can be achieved through the motivated workforce. The rapid
increase in globalization has created competitive environment which requires motivated, skilled
workforce to service these competition markets. Organizational flexibility is also required for
survival casement satisfaction & retention of skilled employee in the organization these it is now
very challenging aspect for HRM to retain the highly skilled & multiples compete
-1-
lies employee than in the past. Employee commitment and loyalty to the organization is also
vital for the productivity of the organization it is challenging a problematic for human resource
Management. It is a challenging job because of dynamic nature of human element.
The goal of HRM function is to create work environment which recognize the
employees which in return receive recognition & Praise (Roth & Chifton 2004). The goal of
HRM is to create an environment where staff development & continues learning will be
carried out to provides support the organization’s mission. Most high level managers always
prepare the strategy to retain the employees for a longer period.
Considering the substantial cost associated with tern over employer need to implement
HR practices reduce turn over as much as possible.
Highly committed people are generally engaged in more citizenship behavior a shows
higher job performance in the organization (Taros 1997)
-2-
Steers (1977) found that organizational commitment is strongly and positively related
to intent to stay in the organization. These it is negatively related to turn over intention.
Intention to quit is the psychological process that an individual thought of due to job
dissatisfaction, not receiving the desired outcome it is the last step to actual quitting & before
reaching this step an employee might have come across several decisions to reach at this level.
Low levels of job satisfaction, work environment, work cultures, lead to the initiation of the
thought process.
All turn over are not bad for the organization. It is a natural part or organization
operation, turnover provides opportunity to hire more talented employee having now ideas.
Skills, experiences, attitude a personalities. It also help to replace the Non productive worker
with more productive worker. There are many causes with are potential for turnover & are
related to HR practices. They are poor supervision, high stress, low pay, in adequate training
no chances of development, poor communication practices (Mushrush ,2002), thus leader must
have good communication & line of supervision with the subordinate so that they can easily
address the above issue in consultation with HR Manager before an employee get frustrated &
take decision to quit.
It is found that satisfied employee have better health and live longer .lesser anxiety
which encourage them to be more creative committed and productive & this is also required to
form a good environment in this organization. These it is beneficial for society as a whole. A
satisfied worker cab be more productive due to less absenteeism, more commitment, positive
attitude towards work, good work cultures, enthusiastic, optimistic, less medical cost. Goal of
high job satisfaction for employees can be explained tin terns of bath financial and social
responsibility (Robbins,1998)
Vroom (1964) defined job satisfaction as the positive attitude of an individual towards the role
which he/she is playing in the organization.
Hackman and Oldham (1975) Define the degree to which an employee is satisfied with his
job.
Cherrington (1994) researcher found two aspects to understand the job satisfaction i.e fact
satisfaction & overall satisfaction.
-3-
Role of people which is very vital for the accomplishment of organizational goal
performance of the employees required to sustain in the competitor market researcher focuses
in developing human resource management. The employees performance is complex and
demanding employees need to understand what he expect from the employees and the
employees should understand his job what to perform satisfaction commitment, and working
Environment is the pioneer of the discuses of the organization past review underlined the
significance of having incredible quality open can undermine partners certainty poor HRM
practices can be the significant reason for and poor practices are not likewise helpful for
creating and supporting cheerful job satisfaction job satisfaction can be full of feeling reaction
to the employment either completely worldwide Fulfillment or as to specific perspective i.e
pay supervision and so forth (Tett,meyer and jahn 1993).
The most essential variables that decide the employee satisfaction is the satisfaction
with pay as found by (wallac and schwab(1974) reported that it is positively related to
expectation of pay for the work done job satisfaction is directly or indirectly related to
enhanced in work performance, lower rates of absenteeism high level of employee motivation
lower the turnover(Bagley & Czajka,1993,Tharenael 1993) an individual principal choice of
employment can help to give meaning to his own existence & take care of daily life. So, if this
is poor satisfaction an individual will search for other opportunities for his existent 7 satisfy
basic need.(Hackman & Oldham 1976).
Subsequently the care service market focuses on buyer than seller (Lee, chen, chen and
chen,2010) with the developing rivalry and progressively business condition there lessening in
capacity to understand and future anticipate of environmental requirements of organization.
Organization needs employees who will move beyond the desired expectations.
The peculiarity of health care system has increased the requirement of OCB hospital
need to train the employees to put effort to discharge the duties efficiently & also to put extra
effort where & when required by the organization citizenship behaviors is most required and
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-4-
more essential in hospital as patients require unique care & positive behavior of medical & non
medical professional working in the hospital OCB has play the role to strengthen morale and
betterment of patients (Mardani –Hamole and Heydari ,2009) research proves that citizenship
behavior help to achieve organizational goal through improving performance of the employees
in the hospital (clue et al 2005) OCB will help to increase service efficiency, support as client
satisfaction.
These days health care organization confront comparative rivalry challenges like other
institution i.e bank, telecommunication, insurances etc. where client demanding for superb
quality services at competitive prices and conveyed with Politeness & courtesy .they are more
demanding to get good hospitality services at competitive prices. Health care institution is now
patient centre, where emphasis is on customer oriented marketing (Chao Chan, 2011). Because
a Specialist has been employed utilized by the hospital for a long time, it does not imply that
his patients, lab work or demand are any more important than those of different specialist of
different individuals from the staff.
-5-
The HR Department in different health care organization have executed a few functional
changes by conduction review of operation. Of these talent management has fundamental
significant these attracting, retaining the talent and avoiding them looking for better opportunities
become a major challenge for HR professionals in the health care sector. Thus considering the
overreaching realities the health care organization must give priority to the talent management
rather than traditional Hr Practices they must pull in and hold qualified potential &
efficient staff to guarantee quality care. They must Monitor & evaluate the employee’s
competency to screen their values, they must ensure that every manager in the health care
sector should promote the leadership role in talent management.
Leaders must create a vision, motivates their workforce identify and remove obstacles
and create and sustain high performing teams. They must be able to resolve conflict and drive
cultural change. They must be able to clearly communicate to organizational priorities. the
reasons why those priorities are important and expected outcomes if those priorities are met on
conversely if missed. They also had standardized tools & procedures to ensure equity and
fairness across the organization.
The various factors i.g. the nature of relationship with their supervision the quality of
physical environment in which they work, the degree of satisfaction of the work, association
with the supervision & Soon.
It is important to notes that job satisfaction has a correlation with the performance of an
employee. The job satisfaction & Productivity might be impacted by various variables that is the
reason it is portrayed that happy. Satisfied worker is more productive. The connection between job
satisfaction and performance is consequence of Relationship between Leads. & Subordinates so.
The level of interaction shows the degree to Which an individual is satisfied with the job. There are
other factors with influence job satisfaction are the style. Self governance in work empowerment,
Culture, involvement in work. When one sees at the work life of medical Professional is shows that
the duly performance of such persons affect their private Life.
-6-
performance and the profession with extra replacement cost and future Endeavour to contact
and orient new staff.
Satisfaction like many mental ideas is to understand but difficult to characterize it.
Needs are necessity in hospital sitting base to the organization, subsequently their performance
will be better.
India has been in the cutting edge of different global developments in the health. In
general the Indian health care industry is experiencing a more and going to see huge changes
in the way of health care and role of different players in the business. The social insurance
benefit situation in India is required to advance into more created stage. With this more
management of human resources in health is a major challenge to health system development
in India. This leads to the planning & utilization of health care personnel in an effective
manner to face all the critical situations & future upcoming threats.
organization. Employees whose needs are satisfied by the organization are more committed the
organization (kabenel etal 1977).
The human resource specialist will be looking for the administrative aspect of people
management in the other side he/she will be involved in the business planning process. His
role is very vital in the business planning process as without human resource they strategy has
no value. The objective of HRM, Therefore are many and varied from different.
-8-
themselves and their organizations. The needed personal competencies would include
knowledge, attitude, skills and values.
Organizations need to build on the existing competencies of the employees so that they
would continue to provide high quality services keeping abreast of the ever changing needs
and newer challenges. HRM in the hospitals entails specific roles and activities that would
garner the power of people and intensify their motivation. While doing so, HRM in hospitals
persuades them to reach fulfillment in and through work and leads them to achieve the goals of
the institution. To a great extent, success of a hospital depends on the quality and work efforts
of its personnel. Hence HRM is of critical importance in the efficient functioning of hospital.
Many researchers conducted their researches to determine the relationship between
Human Resource Management (HRM) practices and Employee Performance in developed
countries but few studies have been conducted in developing countries like India. Again, in
India, most of the empirical researches in this area have been done in the industries like,
banking, insurance, telecommunications, steel, textile, etc. There exists very less evidence in
the service sector like health care industry. From the study conducted by Hassan. S, 2016, it
was found that HRM practices like, Compensation, Career Planning, Performance Appraisal,
Training, and Employee Involvement have a positive impact on employee’s performance.
Hence, it is proved that independent variables contribute positively towards change in the
dependent variable. HRM practices like recruitment, selection and compensation strategies
have positive correlation with employee performance (Mohammad A H et al, 2014).
HRM practices that are under the control and responsibility of supervisors and managers,
have positive impact on job satisfaction and organization performance (Begum F W et al, 2016).
Job satisfaction and organizational commitment are the leading issues in Human Resource
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-9-
Management, Psychology and organization oriented studies. Both the attitudes are mutually
interrelated and interdependent which influence each other (Rehman K, et al, 2013).
Organizations are mostly interested in retention of employees. This need of organization
makes job satisfaction and organizational commitment as more interested concepts to judge the
behavior of employees who are essential for the organization. Job satisfaction and
organizational commitment are the important concepts that determine the attitudes of
employees at the workplace ( Shah F T, et al, 2014). At present, the study on the relationship
between job involvement, organizational commitment and organizational citizenship behavior
are of major issues in hospital sector. Study done by Saxsena S, et al, 2015 found that there is a
significant impact of Job involvement and Organizational commitment on organizational
citizenship behavior. The results of the study showed that organizational citizenship behavior
significantly predicts job performance in healthcare organizations. However, social capital
found to be a significant mediator between organizational citizenship behavior and job
performance (Basu E, et al, 2017).
The process of effective people management is nothing but cultivating effective work
environments, enhancing employee participation and contribution to the organization's success
(Begum F. Wahidha, et al, 2016). Very less research studies have been conducted till today on
the relationship between HRM practices, job satisfaction, and employee performance in a
service sector of India. Furthermore, little research evidences are available which compares the
perceptions employees working in both public and private sector hospital industry.
The major concern should go towards the goal of competitive advantages through the
higher level of employee perception about HR polices and their positive mindset. Therefore, it is
the need of hour in Indian hospital industries, to properly understand the reasons of employees’
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-10-
intention to quit from present organization and their mentality of spreading negative word of
mouth. Most of the private hospitals do not feel the good results of properly managing its
human resource and therefore leave policies to line managers and board of directors to handle,
who are in fact non-HRM experts to implement HR strategies, policies, processes,
programmes and practices. The worth of properly human resource management practices is
therefore lost in private hospitals of India and its impact on employee morale and
performances may take reverse turn.
At this backdrop, the major research problem investigated in the study was gathering
information about the employees of both public and private sector healthcare service
providers in India. The major effects of perceived HRM practices leading to job
satisfaction have to be analyzed in health care sector. The validity of the outcomes of job
satisfaction, like organizational commitment, citizenship behavior & job performance
are to be analyzed. Again, the effect of employees’ job dissatisfaction on negative word of
mouth communication, for the formulation of future HR strategy in health care sector
have to be studied.
• Do levels of employee perception on HRM practices and job satisfaction differ based
upon employee profiles and service provider types?
• What is the nature and strength of relationship between HRM practices adopted and
employees’ job satisfaction in hospitals?
• How job satisfaction affects in reverse direction for spreading negative word of mouth
communication?
• What is the role of employees’ quitting intention in establishing the relationship
between job satisfaction and negative word of mouth communication?
• Are there any relationships exist between job satisfaction, organizational commitment
and citizenship behavior?
• Does a suitable HRM practice in hospitals create an improvement in job performances?
-11-
High level of efficiency is evinced from the way the professionals are treated in any
institution. Many studies in the past prove and demonstrate that often they are not taken care
well in the hospitals. They undergo much of personal and professional stress. Carrying heavy
patient loads while lacking sufficient autonomy to implement procedures and make decisions
is an experience of frustration for them. Frequently nurses feel that they did not have the skills
or knowledge required of them to face difficulties like higher workloads. Frustration in the job
and difficulty in dealing with stress cause personal and professional discomfort. Nurses appear
to be leaving the hospital in search of less stressful environs with better schedules. As the
threat of a nursing shortage looms ever larger, employers, policymakers, and researchers alike
are interested in learning how nurses could be retained in the workplace.
HR department of the hospitals aims at achieving better job attitudes of nurses. They
adopt various HRM practices such as recruiting the best candidate, updating their knowledge
and skills by providing them proper and adequate training and offering them monetary and
non-monetary rewards in the Hospitals. These practices can improve their attitudes towards
job. Better attitudes towards job are expressed in job satisfaction and organizational
commitment. If they have better attitudes, they are motivated to have better job performance.
Their commitment increases. Better job performance boosts the reputation of the hospital, as
well. Therefore, this is an abundant responsibility of the HR management to ensure a high
level of satisfaction of nurses.
Healthcare is a process involving constant interaction with patients. As such the hospital
employees are actually sensitive to the working conditions and morale, and this ultimately
-12-
affects the quality of service provided by them. A systematic and comparative study on
relationship between HRM practices and Job Performance in two best public and private
hospital of Odisha in this context is expected to be of great help to policy makers in
formulating guidelines for human resource management in hospitals. It would also be useful to
the HR managers in the effective implementation of various HR policies in both public as well
as private hospital industry which will increase the productivity and satisfaction of the
employees and benefit the management, which eventually will work to the advantage of the
end—users — the society as a whole.
• To investigate the link between HRM practices & job performance by examining
employees’ job satisfaction, organizational commitment, organizational citizenship
behavior in both public & private sector hospital in India.
• To examine and compare empirically, the impact of human resource management practices
on employees’ job performance between public & private sector hospital in India.
• To find out the mediating role of employees’ quitting intention in the relationship between
job satisfaction and negative word of mouth communication.
HRM Organizational
Job
Practices (IV) Commitment
Satisfaction
(MV)
(MV)
Job Organization
Citizenship
Performance
Behavior (MV)
(DV)
Fig. 1.1 (a): Proposed conceptual model showing the effect of HRP
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-13-
Based on past literature review, in the current research study, an integrative conceptual
model was proposed to assess the impact of human resource management practices (HRP) and
job performance (JP), [Figure1.1 (a)]. This model consists of human resource management
practices taken as the initial independent variable and job satisfaction (JS), organizational
commitment (OC), organizational citizenship behavior (OCB) & job performance (JP) as the
outcome variables.
Again, another proposed model was also taken showing the relationship between job
satisfaction, negative word of mouth communication (NWM) and employees’ intention to quit
(IQ), [Figure1.1 (b)].
Intention to Quit
(MV)
Fig. 1.1 (b): Proposed conceptual model showing the mediating effect of IQ.
H1: Human resource management practices exert a significant impact on employees’ job
satisfaction in healthcare sector.
H4: Organizational citizenship behavior creates significant effect on employee job performance.
H5: Human resource management practices exert a significant impact on employees’ job
performance.
H6: Employees’ job satisfaction has remarkable influence on negative word of mouth
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
communication.
-14-
H7: Employees’ job satisfaction has significant effect on quitting intention of hospital
employees.
H8: Intention to quit of hospital employees has significant effect on negative word of mouth
communication.
A structured questionnaire was used to collect data from the sample respondents having
measurement scale items derived from past literatures (Tsaur and Lin, 2002; Babin and Boles,
1998; Mowday et al, 1982; Podsakoff and Mackenzie, 1994; Williams and Anderson, 1991;
Moorman and Blakely, 1995; George and Jones, 1997; Fiedler, 1993), whose detail description
is given in chapter 3. All of the measurement scale items under all dimensions of the study
were first tested by checking their validity and reliability, and finally the modified survey
instrument data were taken for final data analysis. All data were collected with respect to all
scale items in a 5-point Likert scale, ranging from 1 indicating strongly unfavorable response
category to 7 indicating strongly favorable response category.
The data was collected both from primary and secondary sources. The primary sources
include data collection through the use of structured questionnaire and interaction with key
personnel of both the hospitals. The data from the secondary sources include research journals,
books, magazines, websites, etc.
-15-
The data collected through survey instrument were entered into an Excel spread sheet
and then transferred to SPSS-20 data sheet for further processing. Cross tabulations were made
to understand the underlying relationships among the variable under study keeping the broad
objectives in mind. Statistical tools like chi square test, paired sample t-test, one way ANOVA,
simple and hierarchical regression analysis, etc were used to test the formulated hypotheses
and draw some other important findings. Finally, for structural equation modeling purpose,
Amos-17 software package was used. Structural models were developed and tested on the
basis of Confirmatory Factor Analysis (CFA), after studying measurement models.
The sample for the study was 484 employees of two hospitals located in two cities
only, which may not be a proper representation of the population. Because of paucity of time
and cost, the study was done with a small sample base, hindered the generalization of the
results. Though the samples were selected through a random method, but due to non-
cooperation from the respondents, finally data were collected from respondents selected
through purposive sampling to represent the customers in age, sex, education, and occupation
variations. Most of the data were collected from hospital employees during their work
delivery, and that is why respondents could not perfectly internalize the importance of the
survey. Similarly, the conservative attitudes of the female and aged respondents created
inappropriate data content of those groups in the sample. Lack of earlier researches in this field
in Odisha state, restricted the scope and direction of the present study.
1.8 Summary
In this chapter, the major objective was to highlight the importance of healthcare service
company operations in general. At present, in India, healthcare industry has been growing over
-16-
the years. This chapter also discussed about the need of changes in the context of modernization of
HRM practices and its impact on various aspects of hospital employees. Such impacts indicated
about the broad research problem for investigation. The section delineates the relevance of the
broad research problem and establishes its significance. While having the broad problem into
consideration the effective scope and limitation of the study was also highlighted in this section.
The section delves into various research models existing and proposed conceptual model for the
research. The conceptual models guide the formulation of the various hypotheses taken in this
study. Eight distinct hypotheses could be derived to be tested. The methods and design of research
adopted in the study was also discussed in this chapter.
Chapter-1 deals with introduction to the topic under investigative analysis, broad research gap
[1]problem, significance of the study, research study objectives, conceptual model,
formulation of hypotheses, research design and methods adopted, scope and limitations of the
study, and various operational definitions of study constructs.
Chapter-2 delineates a through past literature review related to the present study.
Chapter-3 highlights about survey instrument design & measurement scales used for all the
variables under study along with its reliability and validity tests.
Chapter-4 discusses the conceptual framework and theoretical bases for all the variables used in
the final study.
Chapter-6 describes all types of descriptive frequency data analysis and interpretation, details
about the inferential statistical data analysis and interpretation of the various tests conducted
for different hypotheses as outlined in the previous chapters, and finally the results of
investigation of model building for the study, validated through structural equation modeling.
Chapter-7 presents the summary of findings, managerial & policy implications and future
direction of research.
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-17-
REFERENCES :
[6] Anthony, R. W., Jonathon, R. B. H., & Kenneth, J. H. (2012). How job level HRM
effectiveness influence employee intent to turnover and work around in hospitals.
Journal of Business Research, 65, 547-554.
[7] Anuradha. & Jabarethina. (2014). Competency of nurses towards service quality At a
multispecialty hospital, Chennai. EXCEL International Journal of Multidisciplinary
Management Studies, 4 (6).
[8] Aladwan, K. M. (2012). The Impact of Human Resource Management Practices on
Employees’ Attitude in Jordanian Organizations (Doctoral dissertation, Charles Sturt
University, Australia). Retrieved from http://researchoutput.csu.edu.au/R/?func=dbin-
jump full&object_id=35096&local_base=GEN01-CSU01
[9] Admi, H., Tzischinsky, O., Epstein, R., Herer, P., & Lavie, P. (2008). Shift Work in
Nursing: Is it Really a Risk Factor for Nurses' Health and Patients’ safety?. Nursing
Economics, 26(4) 250-7.
[10] Anastasia, A. K. (2008), Measuring the impact of HRM on Organizational
performance. Journal of Industrial Engineering Management, 1(2), 119-142.
[11] Agezegn, A., Tefera, B., & Ebrahim, Y. (2014).Factors Influencing Job Satisfaction and
Anticipated Turnover among Nurses in Sidama Zone Public Health Facilities, South
Ethiopia. Nursing Research and Practice
[12] Asiedu, G. M., & Joan–Ark, A. (2012). Relationship between human resource (HR)
practices and perceived performance of psychiatry nurses in Ghana. African Journal of
Business Management, 6(6), 2137-2142.
[13] Aru, N. & Mani, N. (2007).Advancing staff development and progression in nursing.
British Journal of Nursing, 16(7).
[14] Abdul, G. K. R., Furqan, A. K., & Muhammad, A. K. (2011).Impact of Training and
Development on Organizational Performance. Global Journal of Management and
Business Research, 11(7).
[15] Antony, B. (2014), Professional empowerment of women nurses through training and
development. Woman empowerment and social change. Paper presented at the
Conference on Empowerment of Women, organized by Queen Mary’s College,
Chennai.
[16] Acquinas, P. G. (2011). Human resource management principals and practice.New
Delhi: Vikas Publishing House pvt ltd.
[17] Agarwal, A., Garg, S., & Pareek, U. (2011).Strengthening Human Resource Practices
in Healthcare in India: The Road Ahead. Indian Academy of Clinical Medicine, 12(1),
38-43.
[18] Al-zayyer Wael, (2003), The effectiveness of Recruitment and retention strategies and
the severity of recruitment and retention barriers of staff nurses in selected tertiary care
hospitals in Saudi Arabia (Doctoral dissertation, George Mason University, Fairfax,
Virginia).
[19] Brannon R. L. (1990).The reorganization of the nursing labour process: From team to
primary Nursing. International journal of Health Services, 20(3), 511 524.
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-18-
[15] Becton, B. J., Matthews, M. C., Hartley, D.L., & Douglas, W. L. (2012).Using biodata
as a predictor of errors, tardiness, policy violations, overall job performance, and
turnover among nurses. Journal of Management and Organization, 18(5), 714-727.
[16] Baghaei, R., Jalehnaderi., & Valizadeh, H. (2013). The role of human resource
management practices on Iranian Nurses’ job satisfaction. An International
Multidisciplinary Research Journal, 3(5), 106 – 117 .
[17] Beatrice I. J. M. & Heijden V. D. (2009). The importance of interpersonal work
context, work-home interference, and job satisfaction beyond the effect of occupational
commitment. Career Development International.14 (7).
[18] Baburao, T. M. (2009). Study on Human Resource Management Practices in Hospitals
and its Impact on Employee Satisfaction (M. Phil Thesis, Dr. T. Y. Patil University,
Navi Mumbai).
[19] Bhushan, T. S. (2013). Sustainability issues in human resource management: challenges
and solutions. Asian journal of research in business economics and management, 3(7),
2249-2307.
[20] Cardy K. L., & Korodi. C. (1991). Nurse appraisal systems : characteristics and
effectiveness, Social science and medicine.
[21] Chew J, & Chan, C. (2008). Human resource practices, organi zational commitment
and intention to stay. International Journal of Manpower, 29(6),503-522.
[22] Chang, P .L., Chou, Y. C., &Cheng, F. C. (2007). Career needs, career development
programmes, organizational commitment and turnover intention of nurses in Taiwan.
Journal of Nurse Management, 15(8), 801-10.
[23] Dag, K. U. H., Veenstra, M., & Hjortdahl. (2006). Predictors of job satisfaction among
doctors, nurses and auxiliaries in Norwegian hospitals: relevance for micro unit culture.
Human Resource for Health, 4(3).
[24] Dornald, (2003), Dorland’s illustrated medical Dictionary. Saunders (W.B) CoLtd by
open source internet. www.ncbi.nlm.nih.gov.
[25] Delaney, J.T. & M.A. Huselid, (1996). The impact of human resource management
practices on performance in for-profit and nonprofit organizations. Academy of
Management Journal, 39, 949-969.
[26] Deborah, H., Carolyn, H., Aflah, H., and Yoanna, K. (2006), The training and
development needs of nurses in Indonesia. Human Resources for Health, 4(10).
[27] Elizabeth, J. T., & Anne, E. A. (1999). The changing nature of nurses’ Job Satisfaction:
an exploration of sources of satisfaction in 1990s. Journal of Advanced Nursing, 30(1),
150-158.
[28] Farah, L. (2007). Effective utilization of HRM : A comparative study of public &
private hospitals in Sindh (Doctoral dissertation, University of Karachi, Pakistan).
[29] Fadi, E., Victoria, T., & Diana, J. (2009). Assessment of human resources management
practices in Lebanese hospitals. Human Resources for Health, 7,
[30] Goyal, R. C. (2005).Hospital administration and human resource management.
(4thed.). New Delhi: Prentice Hall of India Private Limited.
-19-
[31] Gupta, C. B. (2012). Human resource management text and cases. New Delhi: Sultan
Chand & Sons.
[32] Gupta. M. K., Reddy, S., Prabha, C., & Chandna, M. (2014). A Comparative Study on
Level of Job Satisfaction among Nurses in Government and Private Hospitals of
Andhra Pradesh, India. International Journal of Nursing Education, 6(1).
[33] Government of Tamilnadu. (1sted.). (2004). Nursing Higher secondary-
first yearRetrieved from Tamilnadu Nursing Council
website,www.tamilnadunursingcouncil.com/history.html
[34] Holland, P., Belinda, C. A., & Cooper, B. K. (2012), What Nurses Want: Analysis of the
First National Survey on Nurses’ Attitudes to Work and Work Conditions in Australia.
Monash University. Retrieved from Monash University. Retrieved from
http://anmf.org.au/documents/reports/What_Nurses_Want_Report
[35] Harrison, D. A., Newman, D. A., & RothSource, P. L. (2006). How Important Are Job
Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time
Sequences. The Academy of Management Journal, 49(2), 305-325.
[36] Hanan, A. A. I. (2008). Factors affecting Performance of hospital nurses in Riyadh
Region, Saudi Arabia. International Journal of Health Care Quality Assurance, 22(1),
40-54.
[37] Inke, M., & Ingo, I. (2006). Health worker motivation in Africa: the role of non-financial
incentives and human resource management tools. Human Resources for Health, 4(24).
[38] Idayu, S. M., Abu, M. N. N., Roya, A., & Ayyub, H. M. (2013).Defining HR Roles of
Nursing Line Manager in Workplace Learning. Social and Behavioral Sciences, 129, 148
– 155.
[39] Jane, K., & Pam, H. (2013).Employee Benefits in a Total Rewards Framework.
Benefits quarterly, 29(1), 32-38.
[40] Jingjing, S., Liming, Y., Ma, C., Danielle, A., Douglas, S. M., & Linda, H. A. (2014).
Nurse employment contracts in Chinese hospitals: impact of inequitable benefit
structures on nurse and patient satisfaction. Human Resources for Health, 12(1).
[41] James, B., Renu, J., Pippa, G., & Ruth, H. (2006). Internationally recruited nurses in
London: a survey of career paths and plans. Human Resources for Health, 4(14).
[42] Jaturong, S. (2009).Understanding the impact of outsourcing human resource activities
on employee attitudes and behaviours. (Doctoral dissertation, Murdoch University,
Perth, Australia).
[43] Javaria, K., Zia-ur-Rehman & Majed, R. (2011).The role of human resource
management and nurses' job satisfaction in medical service organizations. African
Journal of Business Management, 5(3), 974-986.
[44] James, B. (2004). What difference does (good) HRM make? Human Resources for
Health, 2(6).
[45] Jessica, P. Z. (2011). Job satisfaction and intentions to leave of new nurses. (Doctoral
dissertation, University of Toronto, Canada).
-20-
[46] Kabene1, S. M., Orchard, C., Howard, J. M., Soriano, M. A., & Steers, R. M.R.
(1977).Antecedents and outcomes of organizational commitment.Administrative
Science Quarterly, 22(1), 46-
[47] Kumari, S. S. & Singh, C. (2008). Organisational structure and nursing service
management of select Hospitals. Nursing and Midwifery Research Journal, 4(3).
[48] Kanellopoulos, D. (2012). Comparative approach at the European level of the human
resources management of the health system. Procedia Social and Behavioral sciences,
46, 5274 – 5279.
[49] Kaur, R. P., & Singh, D. G. (2015). Present Day Health Care System – Public V/s
Private Sector. Indian Journal of Forensic Medicine & Toxicology, 9(1).
[50] Kalandyk, H., & Penar-Zadarko, B. (2013). A perception of professional problems by
nurses. Prog Health Science, 3(2).
[51] Lu, H., While, K. A. E., & Louise, B. (2006). Job satisfaction and its related factors: A
Questionnaire survey of hospital nurses in Mainland China. International Journal of
Nursing Studies, 44, 574-588.
[52] Leslie, V., & Agnes, B. M. (2010). The Nursing Human Resource Planning Best
Practice Toolkit: Creating a Best Practice Resource for Nursing Managers. Nurse
Leadership, 51-60.
[53] Muhammad, J., & Vishwanath, B.V. (1992). Shiftwork and department-type related to
job stress, work attitudes and behavioral intentions: A study of nurses. Journal of
organizational behavior, 13, 449-464.
[54] Muthukumar, N., Jeyakumar, M., Sankar, G. K., & Shumuga, S. (2012). A Empirical
Research on Job Satisfaction in Meenakshi Mission Hospitals, Madurai. Asian Journal
of Research in Business Economic and Management,
[55] Mowday, R. T., Steers, R. M. & Porter, L. W. (1979). The measurement of
organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
[56] Merlin, K. T., Revathi, P., & Shamily, R. (2012). Quality of work life among women
nurses working in the hospitals in Madurai City. M. Com., Thesis, Madurai Kamaraj
University.
[57] Mathew, D. M., Ann, K., Jeannie, P., Cimiotti., Douglas. M., Sloane, & Linda, A. H.
(2013). Nurses' widespread job dissatisfaction, burnout, and frustration with health
benefits signal problems for patient care. Health Affairs, 30(2).
[58] Maxwell, K. H., James J.J., Gary, K., & Zaiyoung, T. (2002). Perceived career
incentives and intent to leave. Information & Management, 40, 361–369.
[59] Masroor A. M.,& Fakir M. J. (2010). Level of Job Satisfaction and Intent to Leave
Among Malaysian Nurses. Business Intelligence Journal, 3(1).
[60] Porter, L. W., Steers, R. M., Mowday, R. T. &Boulian, P. V. (1974).Organizational
commitment, job satisfaction, and turnover among psychiatric technicians. Journal of
Applied Psychology, 59(5), 603-609.
[61] Paul, H. T., Laura, A. W., & Eilish, M. (2007). Nurses' experiences of recruitment and
migration from developing countries: a phenomenological approach. Human Resources
for Health, 5(15).Retrieved on February, 15 from http://www.expresshealthcare.in.
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-21-
[62] Pooja, A., Dharamveer, N., & Rambha, P. (2014), Level of Job Satisfaction among
Nursing Staff in Public and Private Hospitals in Punjab. Asian Journal of Research in
Business Economics and Management, 4(6), 152-164.
[63] Pegah, K., Reza, A., Seyed, S. Z., & Mahamoud, M. (2012). The Effect of HR practices
on perceived Employee Performance: A Study of Iranian Hospitals. Interdisciplinary
Journal of Contemporary Research in Business.
[64] Rakesh, K. (2014). A Case Study of Job Satisfaction among Nurses in Public& Private
Hospitals in Delhi.Asian Journal of Research in Social Sciences and Humanities, 4,
323-335.
[65] Rebecca, R. K., & Wright, P. M. (2010).The Impact of High-Performance Human
Resource Practices on Employees’ Attitudes and Behaviors. Journal of Management,
20(9).
[66] Reema, G. (2011), Nursing Shortage in India with special reference to International
Migration of Nurses Conflicts of Interest. Social Medicine, 6(1).
[67] Rahim, B. (2007), A comparative study of human resource management practices in
private and public hospitals of Iran with special reference to job satisfaction of nurses
(Doctoral Dissertation, University of Pune, Pune).
[68] Strchota. & Ellen. (2003, February).Reasons Registered Nurses Leave or Change
Employment Status. Journal of Nurses Administration, 33(2), 111 117.
[69] Sita, C. & Amba-Rao.(1994, October). Human Resource Management Practices in
India: An Exploratory Study. Indian Journal of Industrial Relations, 30(2), 190-202.
[70] Sara, G. D., Cooman De., Roland, P., Ralf, C., & Marc, J. (2006). Identifying nurses'
rewards: a qualitative categorization study in Belgium. Human Resources for Health,
4(15).
[71] Susan, H. K. (2008). Recruit, Respect and Retain: The impact of the Baby Boomer
Nurse on Hospital Workforce Strategy. (Unpublished doctoral dissertation), St.
Catherine University, St. Paul, Minnesota.
[72] Samuel, O. S. (2010). Mentoring and work attitudes among nurses: the moderator roles
of gender and social support. Europe’s Journal of Psychology, 1, 102-126.
[73] Sohel, A., & Roger, S. G. (2003), The impact of HRM Practices on operational
performance: recognizing country and industrial difference. Journal of Operations
Management, 21, 19–43.
[74] Spector, P. E. (1997). Job satisfaction: Application, assessment, causes,
andconsequences. Thousand Oaks, CA: Sage Publications.
[75] Smeenk, S. G. A., Eisinga, R.N., Teelken, J. C., & Doorewaard, J. A. C. M. (2006). The
Effects of HRM Practices and Antecedents on Organizational Commitment among
University Employees. International Journal of Human Resource Management, 17(12),
2035-2054.
[76] Timothy, M. G., Lisa, M. M., Jeong, P. H., & Patrick, M. W. (2001).Beginning to
Unlock the Black Box in the HR FirmPerformance Relationship: The Impact of HR
Practices on Employee Attitudes and Employee Outcomes. CAHRS Working Paper
Series. Paper 75.
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-22-
[77] Tzeng, H. (2009, Jan. – Feb.). Historical Trends in Human Resource Issues of Hospital
Nursing in the Past Generation. Nursing Economics, 27(1).
[78] Trevor, M., Sarah, R., & Griffiths, P. (2008). Job satisfaction trends during nurses’
early career. BMS Nursing, 7(7).
[79] Tahir, M. (2010). Impact of human resource management (hrm) practices on
organizational performance: a mediating role of employee performance (Doctoral
dissertation, Mohammad Ali Jinnah University Islamabad)
[80] Widyaningrum, M. (2011).Influence of Motivation and Culture on Organizational
Commitment and Performance of Employee of Medical Services. Academic Research
International, 1(3).
[81] Waters, L. K. & Roach, D. (2003). Job attitudes as predictors of termination and
absenteeism. Journal of Applied Psychology, 57(3), 341-342.
[82] Zurmehly, J. (2008). The relationship of educational preparation, autonomy and critical
thinking to nursing job satisfaction (Doctoral dissertation, Wright State University,
Dayton, Ohio).
[83] Zahra, G. (2011). A study of career counseling’s role in prevention and reduction
burnout of nurses. Asian Journal of Development Matters, 5(2).
7.1 INTRODUCTION
This study addressed several issues in the work environment as they relate to two
national level hospital units established at Odisha state of India; one was of public sector and
the other one was of private service providers. Previous studies involved analytical
investigations on study components of this research and in different business settings. In
reviewing other studies for this analysis, there appeared to be an absence of discussion when
describing the relationships between HRM practices, employee job satisfaction, employees’
organizational commitment, employees’ behavior of organizational citizenship, and job
performance with the organizations in large public and private healthcare service sectors with
different types of employee cadres and functional departments.
Human resource management (HRM) practices are the essential factors for improving
employee performance in healthcare industry (Gile P. P, 2013). It has received substantial
attention in recent research activities. There is a urgent requirement to develop systems
approach of evaluating the structural and process dimensions and apply comprehensive model
to analyze the relationships between strategic HRM and employee performance at micro and
macro level. An effective implementation of suitable and timely HRM practices not only
improves employee performances in hospitals, but also enhances the level of patient
satisfaction in long run (Elarabi H. M, et al, 2014). Basically HR practices like recruitment and
selection of staff members, training and development of employees are found to be major
predictors of organizational performance in healthcare industry (Hameed S. A, et al, 2016).
Top management team members of hospitals should develop appropriate human resource
policy and emphasize on proper human resource practices to have higher level of employee
satisfaction and build effective human resources (Rahman M, et al, 2103).
Specifically, the purpose of this study was to determine the affects of HRM practices for
hospital employees on employees’ job satisfaction, employees’ commitment, citizenship behavior
and performance in two different set ups, public and private organizations. Further, the study also
checked if the differences in the opinions of different employee profiles in relation to all study
variables exist. The three employee types taken in this study were: (a) doctors, (b)
-244-
paramedical staff, and (c) administrative staff. Employees’ experiences were also taken into
consideration in both public and private hospitals. Again, the presence of mediating role of
employees’ quitting intention on the relationship of job satisfaction and negative word of
mouth communication was investigated separately for public and private hospital employees.
A 77-item survey instrument was initially considered in order to analyze the required
relationships among different study variables. All the items for measurement were extracted
from past literatures (Tsaur and Lin, 2002; Babin and Boles, 1998; Mowday et al, 1982;
Podsakoff and Mackenzie, 1994; Williams and Anderson, 1991; Moorman and Blakely, 1995;
George and Jones, 1997; Fiedler, 1993). Then statistical techniques were used to determine
validity and reliability of the measurement scale items. From these analyses, almost all the
dimensions’ scale items got reduced except HRM practices.
Data used for the study were collected through an employee opinion survey conducted
in the beginning of year 2016, by personal contact approach at two hospitals, SCB (public) and
SUM (private). Employee participation was on convenience time and voluntary. The final
sample sizes of SCB and SUM were 261 and 223 respectively. Employees completing the
survey were also asked to respond about their employee cadres and other profiles.
This research study was somehow exploratory in nature, done in the state Odisha of
India. The study was mainly based on field survey covering two major hospitals located in two
cities of Odisha state. The sources of data were mainly primary. Data were collected through
one tailor-made questionnaire, with a view to measure the perceptions and attitude of
employees about the study variables. Respondents (employees) were asked to give their
opinion on a five-point Likert scale.
The data collected through fully tested instrument were processed through SPSS-20
and Amos-17. Cross tabulations are made to understand the underlying relationships among
the variable keeping the broad objectives in mind. In order to test the significance of the mean
differences of two variables, paired sample‘t’ test was used. Then, to know the existence of
variance in outcome variables of study, one way ANOVA technique was applied. Further,
regression analysis was primarily used for testing of formulated hypotheses. Lastly, through
structural equation models the complex relationships among various variables of the study
were investigated.
-245-
One of the major and significant contributions achieved in the present study was the
combination of all relationships as they pertain to HRM practices (HRP), job satisfaction (JS),
organizational commitment (OC), organizational citizenship behavior (OCB), intention to quit
(IQ), negative word of mouth (NWM), and job performance (JP). The present study found few
strong and little poor relationship throughout the model in most of the hypotheses tested, while
analyzed separately for public and private hospital employees. However, in overall, except the
relationship between HRP and JP, all others were found to be significant. At this backdrop, the
followings were the major findings of the study as perceived by the employees of both public
and private healthcare service providers.
• Most of the sample respondents were from age of 21 years to 40 years, having job
experiences of 3 to 6 years.
• Employee qualification and joining status play no role in choosing public or private
hospitals to work with. However, experience maters a lot.
• In both public and private healthcare service providers, employees’ attitude on negative
word of mouth communication was found to be least.
• From paired sample ‘t’ test it was found that the g ap between public and private
hospital employees’ job satisfaction level was highest and public hospital employees
were more satisfied in comparison to private hospital.
• Age of the employees in public hospital had significant impact on job performance,
where as it had impact on HRM practices in private hospital. Joining status and
employee qualification had almost no impact on the any of the study variables of both
type hospitals.
-246-
• Through regression analysis, it was also found that, all the employees taken together
did not show any variation in their job performance due to HRM practices; rather HRM
practices had significant impact on organizational citizenship behavior.
• It was also seen that job satisfaction had no effect on employees’ quitting intention, but
this quitting intention had mediating role in the relationship between job satisfaction
and negative word of mouth communication.
• Through simultaneous analysis (SEM), it was also confirmed that HRM practices had no
impact on job performances, but it had influence on organizational citizenship behavior.
The quantitative analyses related to hypotheses tests which were used to draw the major
findings are briefly described in table 7.1.
JS affects
B= -0.07 B= -0.02 B= -0.24
H2 OC p > 0.05 Rejected p > 0.05 Rejected p < 0.01 Supported
OC affects
B= 0.120 B= 0.031 B= 0.312
H3 OCB p < 0.05 Supported p > 0.05 Rejected p < 0.01 Supported
OCB
B= 0.038 B= 0.225 B= 0.214
H4 affects JP p > 0.05 Rejected p < 0.05 Supported p < 0.01 Supported
HRP
B= 0.086 B= 0.012 B= 0.000
H5 affects JP p > 0.05 Rejected p > 0.05 Rejected p > 0.05 Rejected
JS affects
H B= 0.033 B= 0.021 B= 0.147
6
NWM p > 0.05 Rejected p > 0.05 Rejected p < 0.01 Supported
JS affects
B= 0.010 B= 0.029 B= 0.013
H7 IQ p > 0.05 Rejected p > 0.05 Rejected p > 0.05 Rejected
IQ affects
B= 0.497 B= 0.043 B= 0.303
H8 NWM p < 0.01 Supported p > 0.05 Rejected p < 0.01 Supported
-247-
Based on the above results of hypotheses tests and SEM analysis in chapter 6, the
proposed conceptual models are now modified to final empirical research model both for
public and private healthcare service providers as given by fig 7.1 (a) and 7.1 (b). Figure 7.1
(a) represents the modified relationships among HRP, JS, OC, OCB, and JP. Figure 7.1 (b)
represents the evidence based relationships among JS, IQ, and NWM.
Job
Organisation
Performance
Citizenship
Behaviour
Intention to
Quit
Satisfaction of Mouth
Communication
-248-
The emerging changes in the Indian economy, especially, the Indian healthcare sector
calls for adoption of efficient and effective HRM strategies. The strategic decisions should
take into account the relevant competitive, economic, political, regulatory, legal, technological
and socio-cultural factors, in addition to the strengths and weaknesses of the healthcare service
providers, among other factors. The efficient and effective HRM strategy should encompass
employee competitiveness, improved service quality, and process innovation. In the light of
the research findings, the followings are few managerial implications for better HRM
strategies of both public and private hospitals in India.
• Hospital employees feel that they are the brand ambassadors of their organization
mostly because of suitable HRM practices adopted and feeling of high commitment.
High level of citizenship behaviour is the major factor for delivering quality service.
-249-
The present study is concerned with a broad picture of employee perception and
attitude providing healthcare services in public as well as private sector in India. Similarly, the
service takers’ (patients) views in this aspect could be considered. In this study there is no
comparison of how the employees perceive the patients’ expectations relating to various
parameters of healthcare services, so that suitable strategies for quality delivery of service may
be established. This would have provided a new direction for policy makers in hospitals, which
needs further research. For analysis of HRM practice impact on job performance other valid
and reliable survey instruments might be used, which needs further research and huge
literature review. Similarly, another application of the present survey instrument can be studied
by grouping the employees with more varying life styles. Further, an analysis of hospital
characteristics in different clusters may reveal attributes that are critical for ensuring higher
effect of HRM practice in designing a competitive strategy. The present study can also be
conducted in other types of service sector like telecommunication, hospitality and tourism.
References
[2] Elarabi Hassan Mohamed, Johari Fuadah, (2014), The impact of human resources
management on healthcare quality, Asian Journal of Management Sciences and
Education, Vol 3, No 1, pp: 13-22
[3] Fiedler, A.M. (1993). The effect of vision congruence on employee empowerment,
commitment, satisfaction, and performance. Dissertation Abstracts International, 54
(03), 1006 A. (UMI no 9319048)
[4] George, J.M. and Jones R. (1997). Organizational spontaneity in context, Human
Performance, 10, 153-170.
[5] Gile Philipos P, (2013), The Effect of Human Resource Practices on Employee
performance in Hospitals: A Systematic Review, Working Paper of Public Health,
Azienda Ospedaliera Nazionale, No 16, pp: 1-15
[6] Hameed S. Abdul and Mohamed N. Shaik, (2016), HRM Practices and Organizational
Performance in Hospitals, IOSR Journal of Business and Management, Vol 18, Issue
11, pp: 34-41.
Writekraft Research & Publications LLP
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur, 208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com
Writekraft Research & Publications LLP
(All Rights Reserved)
-250-
[21] Mowday, R.T., Porter, L.W., Steers, R.M. (1982). Employee-Organization linkages: the
psychology of commitment, absenteeism, and turnover. Academic press: NY, NY.
[22] Podsakoff, P.M. and Mackenzie, S.B. (1994). Organizational citizenship behaviors and
sales unit effectiveness. Journal of Marketing Research, 31 (3), 351-363.
[23] Rahman Mostafizur, Akhter Rafia, Chowdhury Solaiman, Islam Saiful, Haque Md.
Reiazul (2013), HRM Practices and its Impact on Employee Satisfaction: A Case of
Pharmaceutical Companies in Bangladesh, International Journal of Research in
Business and Social Science, Vol 2 No 3, pp: 62-67.
[24] Tsaur, H., Lin, C.Y. (2002). Promoting service quality in tourist hotels: the role of
HRM practices and service behavior. Tourism Management, 25 (1), 471-81.
[25] Williams, L.J. and Anderson, S.E. (1991). Job satisfaction and organizational
commitment as predictors of organizational citizenship and in role behaviors. Journal
of Management, 17, 601-617.
Contact@