Effect of HR Practices on Employee Performance with Intermediating Role of Organizational Culture: A Study of Commercial Banks in Sindh

Riaz  Hussain; Imam Uddin Khoso; Farhan Zeb Khaskhelly; Nizamuddin Channa

doi:10.52633/jemi.v5i2.301

Authors

Riaz Hussain University of Sindh, Jamshoro, Pakistan. Author
Imam Uddin Khoso IBA, University of Sindh, Jamshoro, Pakistan. Author
Farhan Zeb Khaskhelly IBA, University of Sindh, Jamshoro, Pakistan. Author
Nizamuddin Channa IBA, University of Sindh, Jamshoro, Pakistan. Author

DOI:

https://doi.org/10.52633/jemi.v5i2.301

Keywords:

HR Practices, Organizational Culture, Employee Performance, Commercial Banks, Sindh, Pakistan

Abstract

This research intends to explore the outcome of organizational culture as a mediator and human resource (HR) policies on the operative performance of employees in commercial banks in Sindh, Pakistan. Using a quantitative methodology, the study compiles survey information from a convenience sample of bank personnel. Questions on HR procedures, business culture, and employee performance are included in the survey tool. Descriptive statistics and Inferential statistics are used to test the hypotheses formulated via structural equation modeling via path coefficient analysis is used to assess the association between HR observations and performance. The study's conclusions will shed light on the impression of HR practices on the performance of workers, as well as the effectiveness of the current HR procedures in the banking business. The findings show that corporate culture is a key mediator in the link between HR practices and employee performance. These findings also suggest that banks should invest in developing a strong organizational culture to maximize the effectiveness of HR practices. Furthermore, the study recommended that organizations should strive to create a culture of trust and collaboration between the employees along with organizations should strive to create an organizational culture that encourages employees to perform at their best and the organization and there should also ensure that there is a clear line of communication between the various stakeholders, so that employees are properly informed and able to understand their role in the organization.

Author Biographies

Riaz Hussain, University of Sindh, Jamshoro, Pakistan.

Dean, Faculty of IBA & Commerce, University of Sindh, Jamshoro, Pakistan.
Imam Uddin Khoso, IBA, University of Sindh, Jamshoro, Pakistan.

Professor, IBA, University of Sindh, Jamshoro, Pakistan.
Farhan Zeb Khaskhelly, IBA, University of Sindh, Jamshoro, Pakistan.

Assistant Professor, IBA, University of Sindh, Jamshoro, Pakistan.
Nizamuddin Channa, IBA, University of Sindh, Jamshoro, Pakistan.

IBA, University of Sindh, Jamshoro, Pakistan.

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