The effect of high performance HR practices on employees’ job satisfaction
Abstract
The purpose of this paper is to investigate potential impacts of high performance HR (human resources) practices on employee’s job satisfaction. The research hypotheses are tested using sample data collected from 480 blue-collar employees of 35 larger firms in Istanbul, Turkey. The proposed practices, which were participation, empowerment, job rotation, self-directed work teams, and contingent compensation, were positively correlated with employee’s job satisfaction. Hierarchical regression analysis reveals that except contingent compensation the all other practices (participation, empowerment, job rotation, and self directed work teams) account for unique variances in job satisfaction of the surveyed firm’s employees. Implications for high performance HR practices and employee’s job satisfaction are discussed, limitations of the study are revealed, and future research directions offered.
Keywords
References
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Details
Primary Language
English
Subjects
-
Journal Section
Research Article
Authors
Publication Date
December 22, 2008
Submission Date
February 27, 2012
Acceptance Date
-
Published in Issue
Year 2009 Volume: 38 Number: 2