Intended-Implemented HRM-GAP effect on Organizational Performance: Moderation of HR-Uncertainty and Employee Participation

Noor-ul- Ain (), Hafiz Muhammad Waqas Akhtar and Jamil Ahmad
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Noor-ul- Ain: School of Business & Economics, University of Management and Technology, Lahore, Pakistan
Hafiz Muhammad Waqas Akhtar: Punjab School Education Department, Punjab, Pakistan
Jamil Ahmad: National Bank of Pakistan, Pakpattan, Pakistan

Business & Economic Review, 2018, vol. 10, issue 3, 85-108

Abstract: The motive behind the present study is to assess that how organizational performance is influenced by the Gap between intended and implemented HR practices and it also aims to evaluate the potential moderating role of employee participation and HR uncertainty between them. This study empirically tests Intended-Implemented HRM gap and its impact on Organizational performance by gathering data from 213 respondents including both manufacturing and services sectors through a self-report questionnaire. Regression analysis was used to ascertain the impact of Gap on organizational performance while structural equation modeling was used to test moderation. Results indicate that there exists a gap between actual and intended HRM having negative influence on organizational performance and this relationship is moderated by HR uncertainty and employee participation which leads to better organizational performance. Study suggests managers to assess HR uncertainty and ensure employee participation in policy making (which affect performance of employees) and thereby reduce the negative consequences of intended-implemented HR Gap on organizational performance.

Keywords: The; motive; behind; the; present; study; is; to; assess; that; how; organizational; performance; is; influenced; by; the; Gap; between; intended; and; implemented; HR; practices; and; it; also; aims; to; evaluate; the; potential; moderating; role; of; employee; participation; and; HR; uncertainty; between; them.; This; study; empirically; tests; Intended-Implemented; HRM; gap; and; its; impact; on; Organizational; performance; by; gathering; data; from; 213; respondents; including; both; manufacturing; and; services; sectors; through; a; self-report; questionnaire.; Regression; analysis; was; used; to; ascertain; the; impact; of; Gap; on; organizational; performance; while; structural; equation; modeling; was; used; to; test; moderation.; Results; indicate; that; there; exists; a; gap; between; actual; and; intended; HRM; having; negative; influence; on; organizational; performance; and; this; relationship; is; moderated; by; HR; uncertainty; and; employee; participation; which; leads; to; better; organizational; performance.; Study; suggests; managers; to; assess; HR; uncertainty; and; ensure; employee; participation; in; policy; making; (which; affect; performance; of; employees); and; thereby; reduce; the; negative; consequences; of; intended-implemented; HR; Gap; on; organizational; performance. (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:bec:imsber:v:10:y:2018:i:3:p:85-108

DOI: 10.22547/BER/10.3.5

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