The consequences of HR practices on the job satisfaction in nongovernment universities of Khyber Pakhtunkhwa:

LITERATURE REVIEW:
The research was in particularly done to investigate various instruments that
can be put into practice to refine the financial progress and overall
productivity of an organization. There are many contributors which plays
their part actively to achieve the target including employee contribution, job
specification, reimbursement, career management system, performance
appraisements and selection criterion. Job satisfaction is a crucial element in
general organizational behavior and its impact on the employees overall
performance is unavoidable. A comprehensive research model is therefore
formulated which encapsulates the general workforce practices and influence
of job satisfaction on the productivity and outcome of Malaysian industries in
particular (Veer & Mojtahedzadeh, 2011). The fact finding thus acts as a
guidance tool for executives and researchers alike by showing them a
correlation between the three key elements of an organizational structure
including HR practices, job satiety and financial performance in order to
warrant

overall

efficiency

and

effectiveness

in

Human

Resource

Management. Hence the conclusion can be drawn on the basis of detailed

conducted outlook regarding the overall impact of employees optimistic
behavior towards job ,overall business outgrowth and vice versa. The study
reveals that the business outgrowth is affected by HR outcome but in general
do not influence HR functionality.
The affiliation in between the high performance, working system and firms
overall performance is well detailed by (Huselid, 1995). The conclusion was
based on a Sample gathered from around 1000 firms, exhibiting the
significance of economical and statistical impression over transitional
employees outgrowth and the corporate financial growth in both short and

long run respectively (Huselid, 1995). The forecast highlighting the

influences of high-end progressive work enactments on organizations overall
output and productivity was thus assisted. The foundations of the POS
concept were studied by a model which scoops out the impact of Perceived
Organizational Support on intended output (Allen, shore & griffeth, 2003).The
findings clearly states that the Human resource practices do put a
substantial impact in the attainment of Organizational reinforcement and
POS

specifically

plays

an

intermediary

role

in

between

job

contentment/satisfaction and work committal. POS inclusively indicates an

inverse relationship with withdrawal but its role of an intermediary still
remains (Allen, shore & griffeth, 2003).

The investigation regarding HR contribution reveals that the employees

approach and overall conduct is the outcome of HR practices and the way
workers acknowledge administration (Nishii, lepak &Schneiderl, 2008). The
intermediary role of HR practices and organizational commitment in
downsizing practices which basically is an intentional creation of downsizing
rate is well explained by (Trevor & Nyberg, 2008). A constructive association
can be observed in between salary strategies and work enhancement with
job satisfaction/contentment, workers devotion with job improvement
strategies and strategies related with work balancing (Roberto &Jaoquin,
2007). The research also revealed the inverse relationship between workers
commitment and planned turnover. The influence of HRM practices with
respect to HR outcomes targeting the Government banks operating in Sri
Lanka was investigated by (Raigama, Rathnaweerage, Neelamani, Thanuja &
Rathnaweera, 2010). The collection of data was done with the use of
structured questionnaires in which the workers approaches towards HR
practices was analyzed. Sample based on 209 workers was gathered from
various departments of two Sri Lankan Government banks. The used
statistical instruments include Descriptive statistic and regression analysis,

Pearson Correlation coefficient and Cross Batch Alpha. The conclusion

reflected that HR practices are the foreseeing instruments of workers
contentment, commitment and withholding (Raigama, Rathnaweerage,
Neelamani, Thanuja & Rathnaweera, 2010).
The association between job satisfaction over bundled HR practices and
isolated practices is well explained by (Belzen, 2009). It was also examined
that the improved HR practices powerfully influences the workers built in
relevant job contentment. The findings can be observed by taking into
account the two similar surveys depicting the impact of bundled HR practices
surpasses the isolated HR practices on aggregate job contentment. However
the positivity has seen in terms of aggregation of HR practices. In addition,
the research also indicates that the organization with higher and more
advanced HR practices finally yields to greater job satisfaction. It was also
observed that in traditional systems, the extrinsic job contentment is high
whereas in high-involvement system, the relational come intrinsic job
satisfaction is highest. (Hussain and Rehman 2013) also investigated the
affiliation between HR practices and policies with respect to employee
satisfaction. The study explored that the association between HR practices
and job security, training and inductions are strongly participating in the
retention process and influences employees to retain their services with the
organization. Job related Imbursements and in depth analysis of work are
strong indicators predicting the intention of an employee to quit (Mahmud&
Idrish, 2011).
To study the influence of HR practices on job satisfaction of University
instructors in particular, a comprehensive research was conducted to
enlighten the evolving process via which the HR practices including
productivity, interpretation, promotion, empowerment and appraisals impact
an employees satisfaction with respect to time (mumtaz, aslam & ahmed,
2011). The data was gathered from chosen teachers, professors, Assistant
Professors with the help of self-reporting surveys. Sample comprised of 100

contributors in accordance with the percentage of each distinctive group in

population. The findings revealed that the mentioned set of HR practices did
not influence the teachers contentment which thus indicates that the other
factors are still to get unveiled impacting teachers satisfaction in general.
Another relevant research was done by taking in account the 590 profit and
non-profit organizations. The study determined the positive affiliation
between firms productivity and HR practices. The findings indicated various
technical aspects that need to be handled with care while investigating the
association

between

the

firms

overall

productivity

and

employees

performance (Delaney & Huselid, 1996).

To study the influences of HR practices on achieved performance of
university teachers specifically by keeping the culture and traditions of
Pakistan a detailed research was carried out for determination of the
affiliation

in-between

three

HR

elements

including

reimbursement,

promotion, achieved performance and evaluation of workers performance of

Pakistan based university instructors (Shehzad, bashir & ramay, 2008). The
findings indicated a positive affiliation between the three determinants and it
has been observed that evaluation of workers performance is not
distinctively interrelated with the performance achieved. In addition the
research also concluded that Pakistani universities need to focus on their
compensation strategies and should work on the development of education
sectors and betterment of teachers to bring the best in them. Sait Gurbuz
has executed an analysis through which he has concluded that the HR
policies and procedures like employee contribution, self-driven work force,
job rotation, and empowerment and incidental reimbursement have an
affirmative effect on the contentment of an employee (Gurbuz, 2009). On
advanced scrutiny, the results obtained that all the methods had outstanding
variances in creating job satisfaction of employees except the incidental
reimbursement. For the purpose of this research 480 factory level staff

members belonging to massive organizations were taken into consideration

in Istanbul, Turkey.
Another research examined 50 independent business entities belonging to a
single corporation, to inquire the effect of HR strategies and dedication
towards organization on positive returns and proficiency of those business
entities and the results show that both the factors discussed before have a
significant effect on proficiency, the expenses incurred during operations and
the pre-tax returns (Wright, Gardner & Moynihan, 2003).

The factors by

which employees react impulsively include; empowerment, realization of

hard work, impartial distribution and expertise advancement (Guy Pare,
2011). But as far as the impact of HR policies on rate of replacement of
employees are concerned sometimes the dedication factor is also involved in
stabilizing the connection between HR strategies and rate of replacement.
In addition to that, through a research study in Bangladesh, the effects of HR
methods on the satisfaction of employees was explored in which 20
manufacturing firms were approached and 60 of their working staff was
selected to response for data collection. This job was ended at a significant
relationship between improved HR strategies and the number of satisfied
and dedicated employees. Furthermore, other practices like HR planning,
training & development have extreme influence and are directly proportional
to job satisfaction (Absar, Azim, Balasundaram, Akhter 2010). In order to
retain employees and decrease the rate of replacement HR must contribute
to enhance the satisfaction level of employees and the policies and
procedures pertaining to this department must have a positive and
significant correlation with job satisfaction. An imaginary groundwork was
designed containing 3 HR processes i-e pay, supervision, job training and
their influence on job satisfaction and rate of replacement (Mudor &
Tooksoon, 2011).

Another investigation revealed that there is a distinct association in between

HR practices and employees intentions to leave the workplace. The
affiliation is assisted by the job contentment and organizational committal
which plays an intermediary role in between Michael Joseph Martin (2011).
The negotiating role of organizational climate on association of HR practices
and customers contentment was well depicted by considering 351 small
scale business setups of the similar industries. The study unveiled that the
hypothesis are assisted by the negotiated affiliation (Rogg, Schmidt, Shull &
Schmitt, 2001). The customer contentment is indirectly and highly influenced
by HR practices but the outcome observed was usual and approximately NIL.
Conclusion clearly depicted the context framework comprising of social
elements of the general HR practices on organizations total outcome.
Success of the firm is highly dependent on the effective use of HR practices
(Stavrou, 2005). Another investigation was carried by focusing the Taiwan
based steel industry, which assessed the affiliation in between HR practices
and leadership styles, competing strategies and business progress. The
study in particular reflects the influences of various HR elements including
job security, appraisements, HR practices and policies training and incentives
which plays a crucial role in the developing the organization with motive to
refine the overall productivity and performance based on consistent
performance, product enhancements and performance of a worker in
general. The four significant HR practices including appraisements, team
effort, HR planning and policies and workers induction and training have
positive influences on the industry as whole (Zaini, nelofar & syed, 2009).
Organizations put a lot of effort in grooming of their employees and their
retention. Though there is no particular framework which can indicate the
actual reasons behind employees turnover as there are many factors which
influences the evaluation of turnover in workers (Kevin, Joan & Adrian 2004).
It is the responsibility of manager to identify the employees who are
exceptional contributors in enhancement and achievement of organizational

goals and objectives (Abbasi & Hollman, 2000). Upper level management
must show intense intent to reduce the turnover of employees favorable for
the institution. The aspect of workers turnover stands one of the most
noticeable concepts in the organizational framework (Dalton & Todor, 1981).
The major reason behind this keen attention is that the influences of
turnover are radical for the growth of an institution (Demicco & Giridharan
1987; Dyke & Strick 1990; Cantrell & Sarabakhsh 1991; Denvir & Mcmahon
1992).
It was seen that the workers working for shorter durations indicates less
turnover which reflects that flexibility in the working duration will reduce
turnover rates (Bame, 1993). As per the research done by (Dailey and Kirk
1992) due to the unfair organizational practices and an ineffective
appraisement systems pushes employee to leave the organization. Employee
motivation is positively interrelated with employee satisfaction, mental
wellbeing, organizational committal, work involvement and shows inverse
relationship with stress, employee desertion and employee turnover and
recognized it as the extent by which a person feels contentment with the
work (Judge,1993). The term job satisfaction is a broad term and there are
many investigations based on finding the true essence of the concept.
Management literature comprises many researches to investigate the term
and its affiliation with various other organizational determinants (Lund,
2003).
(Cranny, 1992), in his research advocates that workers satisfaction contains
lots of ingredients in its definition; job satisfaction thus explains the attitude
of an employee towards his work or world related activities. The facets of
work satisfaction on the other hand focus on employees perception
regarding his job. There is no uniform exposition of the term job satisfaction
which can explain at once all the diversities related to the concept (Bernal,
2005). Majority of the views highlights the significance of work-relevant
perceptions that illustrates the employees expectations with respect to the

output they receive. While some investigators in particular focuses on the

aggregate level of job contentment (Judge, 2005). In addition there are few
who highlight various facets for instance remuneration related contentment,
supervisors and promotions.
The most influential concept was proposed by (Locke, 1976) according to him
work satisfaction is an optimistic emotional feeling which can be attained
from a comprehensive interpretation of the persons work (Haque and Taher,
200). Numerous key elements like workers necessities and wants, social
conduct, way of managing tasks, reimbursement, job structure, working
environment, perceived long term opportunities are regarded as major job
satisfaction determinants (Byars and Rue, 1997; Moorhead and Griffin, 1999).
The major determinants of job satisfaction includes workers necessities and
wants, social affiliations, management practices, job structure and design,
reimbursement, long term chances (Byars and Rue, 1997; Moorhead and
Griffin, 1999). In general perception of many scholars and investigators
believes that high-end HR practices influences job satisfaction quite
positively and the mechanism will finally work for the betterment and
achievement of organizational objectives (Appelbaum, Bailey, Berg and
Kalleberg, 2000). Employees satisfaction also has a positive impact on
workers organizational committal, turnover intent, unfairness and accidents
(Byars and Rue, 1997; Moorhead and Griffin, 1999). Human Resource
management

with

its

diversity

and

workers

contribution

elements,

motivates authorities to keep excellent communication with their employees

and workers, they tend to empower them and allow them to be the part of
organization diction making process. The sense of empowerment influences
employees in a positive manner and makes them more responsible, they can
trust their management and sees all good and challenging in their work.
Compensation is also crucial as far as job satisfaction is concerned. It
basically indicates all kinds of monetary/ non- monetary benefits given to
employees (Dessler, 2008, p. 390). Compensation is a key factor as thats

the top motive of an employee which influences him to work. Compensation

also impacts the standard of living, contentment, adherence to job and
overall organizational productivity and outcome is also influenced by
compensation in one way or the other (Aswathappa, 2008). Another
investigation was conducted to correlate the Human resources practices of
government and non-government universities of Pakistan. The study
concluded that a very obvious difference can be seen in both the structures
organizational practices. Public universities depict better output while
dealing with some of the variables including reimbursements, group work,
workers contribution and induction procedures (Iqbal, 2011).
(Olusegun, 2013) investigated the impact of employee satisfaction on
turnover intents. The research takes into account the university employees
serving in South West Nigeria. The study revealed that there is an obvious
distinctiveness in the linear combination effect of employee satisfaction and
turnover intents. Another investigation was carried out which focuses on
determining the impacts of Human Resource practices on employees
satisfaction,

turnover

intent

and

organizational

commitment.

Human

Resource practices in general include Remuneration and incentives, hiring,

inductions and trainings and interpretation and management. The results
indicated a distinct affiliation of HR perceptions with respect to turnover,
whereas work satisfaction and commitment plays an intermediary role
(Martin, 2011).
A research taking into account a university instructor and considering the
three distinctive sectors of Pakistan including the government, private and
semi government revealed a gender bifurcated results. It was observed that
female instructors are more likely to get influenced by the HR practices,
whereas male teachers are more interested in their work and usually get
satisfaction out of it. Teachers serving in Government universities are seen
more satisfied as they tend to enjoy lengthier sessions and more incentives
(Khan, 2012). Human Resource practices are absolutely crucial and are in

fact an integral component of work condition that impacts the teachers

contentment (Ssesanga & Garrett, 2005). The investigations done previously
also analyzed the affiliation of work satisfaction with longer durations at job
(Ahmed, 1999). Work contentment in a broader sense is affiliated with
increased output, diminished absenteeism and reduced turnover rate
(Hackman & Oldham, 1975). The influence of work satisfaction with respect
to turn over for Hong Kong based secondary school teachers was done by
Wong

(1989).

His

study

declared

low

salaries

influences

teachers

satisfaction and on overall productivity. Teachers show more responsiveness

when asked for good pays and incentives. Another study depicting the
inverse relationship between work satisfaction and intention to leave job was
commenced by Amah (2009). The findings suggests that the impact of work
satisfaction on employees turnover can be strengthen in two distinctive
ways, firstly when workers can feel uniformity in between their work
practices and their self-recognition and when their involvement/ dedication
surpasses their work satisfaction.
Huselid, Jackson and Schular (1995) observed that high-progressive work
practices yields to lower turnover rate. Turnover is generally regarded as the
number of employees leaving the job, the effect on turnover rate may be due
to two reasons, some employees leave the work because they get retired
and have completed their allocated job tenure. While some leave the job
intentionally due to various factors. An investigation to observe the
influences of HRM on workers turnover was also conducted by (Altarawmneh
& al-Kilani, 2010). The findings reflected the positive relation between job
analysis and turnover. Bluedorn (1978) explained turnover as a bidimensional concept by relating the act to intentional/unintentional. This
concept is quite useful while comparing the variables which are related to
turnover done in volunteer basis. A good detailed literature is available for
reference regarding work satisfaction in between workers and specifically
within nursing, there seems no generally accepted definition (Cavanagh,

1992). The organization should decide how much to invest on employees

induction and grooming. They should balance the mechanism to attain cost
efficient productive training programs which can groom their employees to
the fullest and will minimize the costs of training. Empowerment also
influences job satisfaction. People have different needs and not all can get
attracted with financial incentives. Some employees believe in selfactualization and empowerment. These people prefer self-respect over any
other incentives. Improved organizational productivity is dependent on the
interpretation of workers performance (Brown & Hewood, 2005). Appraisals
can also act as a pushing element to enhance job productivity and employee
satisfaction (Brown & Benson, 2003). Performance appraisals enhance the
dedication of teacher towards their duty (Rahman, 2006).
HRM practices and policies also increase appraisements, for instance
provision of financial incentives and opportunities of formal trainings
enhances organizational output (Brown & Hewood, 2005).

Another study

was conducted to recognize various elements of employees satisfaction and

their dedication towards organization. The finding revealed that there is a
positive persuasion of employees dedication towards organizational overall
productivity. Whereas age, kind of the job, service duration are inversely
related to organizational commitment and employees satisfaction (Padala
2010). Some of the factors participating in the concept of work satisfaction
include

compensation,

chances,

style

of

work

burden,

management

and

working

conditions,

interpersonal

promotional

attitudes

towards

colleagues. The research highlighted that promotional chances, interpersonal

relationships and work burden plays an important role lecturers work
satisfaction (Awang, 2010).
(Iqbal,

2013)

investigated

the

HR

influences

on

work

satisfaction.

Determinants considered were the part of supervisor, empowerment to make

decisions, and reimbursement plans. The findings indicated that the role of
supervisor in terms of job satisfaction is unavoidable. The decision making

with intention to increase firms outgrowth and productivity had less

influence on employees satisfaction. The Turn over related literatures suffers
instabilities in its context, which makes the definitions and evaluation of the
concept unpredictable and questionable (Cavanagh, 1989). Organizations
usually tend to reimburse experts more than amateurs and beginners
(Reynolds, 1997; Black and Gregersen, 1999; Shaffer et al., 1999; Selmer,
2001). Employees usually look for the jobs which are more challenging and
comprises of different tasks, which provides them an opportunity to practice
their skills and abilities Robbins (1998). Evaluation of work satisfaction is
quite crucial for investigators which help them to analyze and predict
workers attitude and intentions towards work (Roznowski & Hulin, 1992, p.
26). Mobley and colleagues (Mobley, 1978) suggested that the intentions can
fluctuate from the influence of an affiliation between job satisfaction and
turnover. Majority of investigators accepts the fact that turnover intent is the
last step of intentional turnover (Steel & Ovalle, 1984). The impact of work
satisfaction on turnover is only the part of the elaborated equation. Besides
that to have a grip on various precursors is also crucial. Recognizing
elements that influence job satisfaction provide top level management
relevant information for strategic decision making which can enhance
workers satisfaction (Cranny, Smith & Stone, 1992). Job satisfaction in its
broadest sense is affiliated with high outcome, reduced absenteeism which
ultimately will result in lower employee turnover (Hackman & Oldham, 1975).