Factors that Influence the Public Sector Universities Performance in Pakistan

Quaisar Ijaz Khan, Raheel Mumtaz and Muhammad Farooq Rehan

Journal of Business and Social Review in Emerging Economies, 2021, vol. 7, issue 4, 887-898

Abstract: Purpose: The perceived performance of the public sector universities mainly depends upon on academia particularly the faculty members’ potential contribution, quality of teaching and knowledge generation. HRM practices are designed in such a way to accelerate performance of employees, for attaining organizational aims and objectives with organizational justice. Whereas the workforce of any organization is deemed as dynamic asset to contribute for institutional performance. Therefore, career success of the faculty members has been taken as mediating variable in the study.Design/Methodology/Approach: For crafting the research study, faculty members were chosen from Pakistan’s public-sector universities. Whereas, to establish the conceptual framework, the researchers have applied the Dynamic Capabilities Theory (DCT) as the underpinning theory for this construct. For sampling purposes, proportionate stratified sampling has been designed; random sampling was utilized to select the respondents within each stratum. The questionnaire was distributed among individuals personally. Afterword, data were cleaned for missing values, outliers, aberrant values and tested for normality, reliability, and validity.Findings: Hypotheses were tested by applying partial least squares - structural equation modelling (SEM) technique through statistical software SMART PLS licenced version 3. The construct in the context of Pakistan in amongst the preliminary studies.Implications/Originality/Value: The findings will be helpful for higher education commission of Pakistan for designing strategies.

Keywords: Human resource management; Public sector universities; Career Success; Organizational justice; Pakistan (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:src:jbsree:v:7:y:2021:i:4:p:887-898

DOI: 10.26710/jbsee.v7i4.2008

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