Research on Human Resource Practices within an Arabic context is limited. This research aims to examine the effect of Human Resource Practices on job involvement in an Arabic country namely; Jordan. Six of the major Human Resource Practices are included in this research, namely: job analysis, selection, training, performance appraisal, compensation, and career management. We administered surveys to 15 companies in Jordan and acquired a sample of 272 valid cases. Results show that all Human Resource Practices have a positive effect on job involvement. When considering job involvement, selection exhibits the highest effect whereas training has the lowest effect. Implications of the results are discussed and directions for future research are suggested.
Key Words: Human resource management; Human resource practices; Job involvement; Jordan
La recherche sur les pratiques de management des ressources humaines dans un contexte arabe est limitée. Cette recherche vise à examiner l'effet des pratiques de ressources humaines sur l'implication des emplois à savoir dans un pays arabe, la Jordanie. Six des principales pratiques de ressources humaines sont inclus dans cette recherche, à savoir: l'analyse des emplois, la sélection, la formation, l'évaluation de la performance, la rémunération et la gestion de carrière. Nous avons administré à 15 enquêtes entreprises en Jordanie et en a acquis un échantillon de 272 cas valides. Les résultats montrent que tous les Pratiques de ressources humaines ont un effet positif sur l'engagement professionnel. Lors de l'examen implication au travail, la sélection présente les plus grands effets tandis que la formation a le plus faible effet. Les implications des résultats sont discutés et les orientations de recherches futures sont suggérées.
Mots Clés: Management des ressources humaines; Pratiques de ressources humaines; Résolution de travail; La Jordanie
Today's organizations operate in a very difficult environment due to financial crises, technology changes, competition, and globalizations. Dessler (2011) points out those organizations depend on their Human Resource managers to display the required competencies to help organizations address these challenges proactively. This can be achieved through human resource management practices that add values to organizations while making employees an important source of competitive advantage. Therefore, Human Resource Management practices should motivate and manage employees to exhibit the required skills and behaviour that contribute to the fulfilment of organizational goals.
According to Dessler (2011) human resource management (HRM) "is the process of acquiring, training, appraising, and compensating employees and of attending to their labor relations, health and safety, and fairness concerns" (p. 30). It is widely accepted that human resources are the greatest asset of any organization. For Maund (2001), employees are the dominant factor that leads to the success or failure of today's market.
There is a large human resource management (HRM) literature that examines the impact of human resource practices on individual behavior and attitudes and organizational performance (Thach & Kidwell, 2009; Vlachos, 2008; Shanshi Shanshi, Chow & Gang, 2007). A main objective of this research is to provide new empirical evidence for the impact of HRM practices on job involvement.
Although there is consensus that Human Resource Management practices are related to organizations and individual achievement, there have only recently been empirical attempts to investigate their relation to organizations and individuals outcomes in the Arabic context (Faten, Al-Husan & James, 2008; Moideenkutty, Al-Lamki & Murthy, 2011). However, empirical evidence is lacking for the relationship between human resource practices and job involvement. This research adds to the empirical literature regarding the effects of HRM practices, in particular the impacts on job involvement within private companies in Jordan. …