Turkish Journal of Computer and Mathematics Education Vol.12 No.

13 (2021), 3636-3644
Research Article
The relationship between human resource management practices and organizational
performance by mediating role of work motivation: A conceptual model
Mohammad Hani Alzu’bi1, Khatijah Omar2, Omar Jaber Aburumman3
1
Faculty of Business, Economics and Social, Universiti Malaysia Terengganu, Malaysia
2
Faculty of Business, Economics and Social Development, Institute of Tropical Biodiversity & Sustainable
3
Development, Universiti Malaysia Terengganu, Malaysia
Faculty of Business, Economics and Social, Universiti Malaysia Terengganu, Malaysia
1
mohamad.hani1974@gmail.com, 2khatijah@umt.edu.my, 3ojrromar@gmail.com

Article History: Received: 11 January 2021; Revised: 12 February 2021; Accepted: 27 March 2021; Published
online: 4 June 2021
Abstract: The main objective of this study is provide a conceptual model for the relationship between HRM practices
(selection, training & development programs, career development, performance management, and reward) and organizational
performance by mediating role of work motivation. HRM practices are the main engine of work motivation and organizational
performance, through suitable selection systems, sufficient training and development programs, fair and quick career
development systems, fair performance management systems, high reward and benefits, and a high level of motivation in the
work environment, which contributes to enhancing and improving organizational performance. Social exchange theory
supported these relationships, where the organizational performance is impacted by HRM practices (selection, training &
development programs, career development, performance management, and reward) and work motivation. This study
recommended examining the proposed framework by using advanced statistical methods in order to examine the previous
hypotheses and provide the results to help decision-makers in organizations.

Keywords: HRM Practices, Organizational Performance, Work Motivation.

1. Introduction
Public sector organizations in developing countries seek to introduce changes and improvements to enhance their
level of performance. It is clear that these organizations are continuously looking for new ways and methods of
development, which can assist in achieving effectiveness and efficiency (Demircioglu & Audretsch, 2017). The
performance of public organizations in countries around the world, particularly in developing countries has gained
a great deal of attention from researchers and practitioners worldwide (Cheong, 2020). Moreover, several
developing countries are currently facing distinct challenges preventing economic stimulation and growth and
they can be in the form of weak organizations, heightened unemployment rate, and poor infrastructure, lack of
access to finances coupled with ineffective regulations and relevant laws (Srivastava & Dhar, 2016). Some
developing countries are characterized by large economies, while others have small economies, lacking
domestically produced intermediate inputs and capital equipment (Zahonogo, 2016).

Academics and practitioners have been in constant debate concerning the significance of HRM practices in the
performance of organizations (Al Dalaien, Ibrahim & Aburumman, 2020). The argument in favor of the positive
contributions of HRM practices to performance states that the former is able to transform human resources into
strategic assets, considering the potential for complementarities among practices and resources of the organization
(Aburumman, Salleh, Omar & Abadi, 2020). The argument proceeds by contending that HRM practices
engagement can determine the success of the organization (Al Dalaien, Ibrahim & Aburumman, 2020; Wood,
2018), as such practices assist in achieving the organizational goals in terms of profitability, maximization of
shareholder’s wealth, significant return on assets/equity, efficient operations, and excellent customer services
provision (Dar, Bashir, Ghazanfar & Abrar, 2014).

HRM practices reflect a unique method for the formation and shaping of the work attitudes and behaviors of
employees to enhance organizational performance (Al Azzam & Jaradat, 2014; Ibrahim, Hamid, Babiker & Ali,
2015). Prior studies (e.g. El-Ghalayini, 2017; Farouk, Abu Elanain, Obeidat & Al-Nahyan, 2016; Zamanan et al.,
2020) indicated that employee behaviors are formed through HRM practices and they affect the performance of
organizations. Therefore, organizations should follow HRM strategies to enhance employee motivations and
productivity (Faisal, Lee, Malul & Shoham, 2015). In this regard, motivations have a key role in employee’s
performance, and organization performance (Zameer, Ali, Nisar & Amir, 2014). It is thus crucial for the firm bring
about employee motivation through HRM tools (Jouda, Ahmad & Dahleez, 2016; Sunday, Ahmad, Fauzi, Hamid
& Azhar, 2018), like job enrichment, job security, appropriate salary level and incentives to enhance their
performance and to meet the firm goals (Zameer, Ali, Nisar & Amir, 2014).

At level of firms, organizational management is of top significance among managers and practitioner (Abosed,
Eze & Sowunmi, 2018). This is particularly true after the organization reforms and the new technology adoption,
making performance management as one of the central components that organizations have to gauge and

3636
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
implement (El-Ghalayini, 2017). To this end, HRM practices can be utilized to boost performance among
employees and ultimately, performance of the organization. It is pertinent for organizations to acknowledge and
accept the importance of motivating employees to increase their performance and it is for this reason that majority
of managers in organizations are focused on HRM practices (Jouda, Ahmad & Dahleez, 2016). Therefore, HRM
practices in an organization have to be promoted by talent recruitment and management for enhancement of its
performance (Taamneh, Alsaad & Elrehail, 2018).

This study aims to provide a conceptual model for the relationship between human resource management practices
and organizational performance by mediating the role of work motivation. Academics and practitioners may find
the findings of this study valuable in its provision of a deeper insight into the HRM practices role in organizational
performance. Moreover, the results of this study may be valuable to other researchers for referencing information
on the HRM practice role in organizational performance, upon which prior approaches can be assessed to resolve
similar management queries and researches can be revised. Researchers are enabled to determine logical flaws,
assumption errors, and management questions that have not been sufficiently addressed by prior studies’
objectives and designs. This study contributes to literature dedicated to the mediating role of work motivation on
the relationship between human resource management practices and organizational performance.

2. Literature Review
2.1 HRM Practices
Human resource management practices are defined as a strategic, integrated, and coherent approach to the
employment, development, and well-being of the people working in organizations (Armstrong, Landers &
Collmus, 2016). Meanwhile, Boxall and Purcell (2011) defined human resource management practices as the
process through which management builds the workforce and tries to create the human performances that the
organization needs. According to Schuler and Jackson (1987), HRM practices can be defined as attracting,
motivating, and retaining employees to ensure the organization's survival.

In prior literature, studies evidenced that human resource management practices implementation is a crucial
approach through which positive outcomes can be generated and maintained. According to Guest (2002), the HRM
impact on performance largely hinges on the response of the employees to HRM practices, and as such, the impact
will be according to the employees’ perception of such practices. In this regard, the existence of a robust selection,
training and development, career development, performance management, and reward system had a positive
relationship with the performance of organizations (Abosede, Eze & Sowunmi, 2018; Rana & Malik, 2017),

There are several HRM practices that have been examined in the literature. For example, Jouda, Ahmad, and
Dahleez (2016) conducted an examination of the HRM practices impact on the performance of employees with
practices including recruitment and selection, training, and development, compensation and incentives,
performance appraisal. Moreover, Imna and Hassan (2016) also focused on the effects of HRM practices namely,
compensation, career planning, performance appraisal, training, and employee involvement, on the performance
of employees. Similarly, Rana and Malik (2017) examined the HRM practices of selection, training and
development, career development, performance management, and reward system on the performance of
organizations.

Human resource management practices have been contended to facilitate positive interactions, particularly
managers in their consideration and concern for their subordinates’ needs (Gould-Williams, 2007). There is
however no consensus as to what exactly constitutes HRM practices and throughout the past several years,
different practices have been proposed and drawn up with no consensus on which one of them or a set of them
constitutes a human resource management aspect. In this study, human resource management is measured through
its practices of selection, training and development, career development, performance management, and reward
system.

Selection refers to a process of decision making as to the selection of the top suitable applicants out of numerous
ones for a job position. The general tendency in the business world is to employ like-minded people, as a result of
which, a homogenous and inflexible organization is developed that lacks diversity and adaptability. The primary
premise in the process of selection is to select the maximum potential information concerning the candidates to
determine if they are suitable for the job position, considering there are factors that influence such information
seeking (Prasad, 2005). In this regard, the candidates are chosen with the use of various methods to assess their
role suitability (Armstrong, Landers & Collmus, 2016) and the methods include individual interviews,
interviewing panels, selection boards, and assessment centers. The recruitment processes that organizations often
adopt can have innumerable obstacles to implement despite the well-established plan on selecting and involving
qualified management teams in the processes.

3637
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article

Training and development play a key role in ensuring that employees possess suitable skills, knowledge, and
abilities for job completion. Therefore, the selection of the right kind of training ensures that employees have the
suitable skills to run the business, which are constantly updated through best HR practices. In order to satisfy the
present and future business demands, the training and development process has taken a strategic stance as
advocated by several studies; for example, Stavrou, Brewste, and Charalambous (2010) pinpointed the training
and development practices in cross-national cases. Apospori, Nikandrou, Brewster & Papalexandris (2008)
assumed that a huge part of organizational performance level depends on training and there is a need for developing
employees based on a training and development plan to maximize their productivity and work quality. Moreover,
such a strategy mitigates turnover and absenteeism of staff and assists in motivating the employees. To be in
competition lead, training and development should be considered by any organization as the core and it should be
incorporated into the strategies of the organization connected to business goals and performance.

Career development is an interventionist program in the HR field and does not entail merely accelerating career
developments through a structured system, with members of the organizations divided into authority levels,
obligations, monetary benefits, and time spent on the job, but also functions to facilitate proactiveness of workers
to change and feel confident that the changes in the organization fit the new environment (Thite, 2001). It also
maximizes the opportunity of employment and increases the tasks varieties available to employees, adding more
value to the organization through their development and loyalty to its employ (Kaye, 2005). An effective plan of
career development assists in harvesting talent from the internal pool, enabling the organization to align the skills
and competencies of employees to the objectives of the organization. It also allows managers to make informed
decisions when it comes to remunerating and succession planning, recruiting, retaining workers, which in effect,
keeping workers commitment and result-oriented (Kapel & Shepherd, 2004).

Performance management relates to conducting a comparison between pre-determined objectives and the
employees’ actual output. This indicates that if the company is achieving the desired results, then the employees
in effect are optimally achieving the objectives – otherwise, there may be some employees that are
underperforming and not able to reach their target objectives (Stredwick, 2000). Performance management refers
to a strategic and integrated approach towards individual and team performance who are attempting to deliver the
best for organizational success. On the other hand, Khan and Baloch (2017) referred to rewards as the entire
tangible benefits and provisions received by the employee as part of the employment relationship. Rewards do not
pertain merely to the archaic concept of payment week after week, rather it is a holistic value scheme
recommended by the employer to the employee that encapsulates compensation (base pay, short and long-term
incentives), benefits (health benefits, work-life, and others), and careers (training, development and career
development).

2.2 Organizational Performance

One of the top significant variables in the field of management and indicator of a successful organization is
organizational performance (Ghaith, Mutia, Maysoon, & Abdul Malek, 2018). Organizational performance refers
to the actual output or results of an organization as measured against its intended outputs or goals and objectives
(Mumbi & Makori, 2015). In literature, a generally positive and significant relationship has been established
between HRM practices and organizational performance (e.g. Abdullah, Alodat, Aburumman, Hoque & Ige, 2019;
Ghaith, Enas, Mutia, & Abdul Malek, 2018; Amin, Ismail, Rasid & Selemani, 2014; Farouk, Abu Elanain, Obeidat
& Al-Nahyan, 2016). Also, high involvement in HRM practices has a positive role in organizational performance
(Moideenkutty, Al-Lamki & Murthy, 2011). Meanwhile, competing perspectives of HRM impact on performance
supported by the AMO theory revealed that HRM activities maximized the abilities and motivation of employees
and provide them with the avenues through which they can participate and positively impact the performance of
organizations (Van de Voorde, Paauwe & Van Veldhoven, 2012). The mixed perspectives indicate a conflict of
interest between organization and employees and HRM activities were argued to facilitate higher productivity and
profitability among organizations, negating or relegating the interests of employees.

The dynamic competitive environment in the market has forced firms to be proactive in determining and adopting
strategies to ensure their sustainability and survival (Ghaith, 2020; Salleh, Omar, Aburumman, Mat & Almhairat,
2020). Organizational performance largely depends on the use of HRM practices that are successful in the
attraction, development, and retention of qualified, committed, and engaged staff and this premise has been
mentioned time and again in prior literature (e.g., Amin, Ismail, Rasid & Selemani, 2014; Sunday, Ahmad, Fauzi,
Hamid & Azhar, 2018).

HRM practices are the top elements of the organization that improves its performance (Idris, Wahab & Jaapar,
2016; Yousef, Hazril, & Ghaith, 2021). HRM practices in fact have a significant and positive relationship with

3638
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
organizational performance (Rana & Malik, 2017; Goodarzi & Bazgir, 2015) and in the same way, HRM practices
positively affect the performance of organizations (Aguta & Balcioglu, 2015). Moreover, the selection process as
HRM practices and its relationship with organizational performance is important in each organization (Harky,
2018). Ekwoaba, Ikeiji, and Ufoma (2015) indicated that selection has a positive influence on organizational
performance. It was also concluded by Saviour, Kofi, Yao, and Kafui (2017) that employee selection determines
the performance of the organization to a significant level and is a must to the achievement of organizational goals.

Mansoor, Shah, and Tayyaba (2015) supported a positive relationship between training and development, and
organizational performance. Moreover, Emeti (2015) and Weru, Iravo, and Sakwa (2013) found a positive
significant relationship between training and development, and organizational performance. From the perspective
of Ndibe and Campus (2014) if the right employees are exposed to systematic training, then a significant level in
the organizational performance can be discerned. On the other hand, career management has a positive and
significant relationship with organizational performance in a way that the former has a statistically significant
explanation of the latter (Lyria, Namusonge & Karanja, 2017). In addition, Amin et al. (2014) and Rana and Malik
(2017) found a positive significant relationship between career development and organizational performance.

In the field of management, performance management influences the performance of organizations (Listiani &
Kartini, 2015). Rana and Malik (2017) revealed a significant and positive relationship between performance
management and organizational performance and the same was supported by Abosede, Eze, and Sowunmi (2018).
According to Nirmala and Mekoth (2015), the relationship between performance management and organizational
performance is significant and based on the above findings. On the other hand, the reward system was evidenced
to have a significant and positive effect on organizational performance (Abosede. Eze & Sowunmi. 2018; Rana &
Malik, 2017). Meanwhile, David et al. (2018) found a positive significant relationship between reward system and
organizational performance.

2.3 Work Motivation

Work motivation refers to a process that directs and sustains performance (Salleh, Zahari, Said & Ali, 2016).
Andriani, Kesumawati, and Kristiawan (2018) indicated that motivation is psychological forces determining the
direction of the level of effort exerted by an individual, the persistence level that he maintains in the face of
problems. The concept of motivation may also be described as the reason behind the behavior of people on the job
– it’s the stimulation that drives people to do things through inducements and incentives. Sansone and Harckiewicz
(2000) related that motivation directs specific behaviors towards goal achievement. Moreover, many prior studies
(e.g. Ghaith, Enas, et al., 2018; Pancasila, Haryono & Sulistyo, 2020; Afful-broni, 2012) illustrated that motivated
employee have a tendency to be more productive compared to non-motivated counterparts.

Employee motivation at work significantly influences employees’ performance (Emeka, Amaka & Ejim, 2015).
Thus, it can be stated that motivation enhances the organizational goals and improves both productivity and
performance (Ochola, 2018). In this regard, Muogbo (2013) revealed a significant relationship between motivation
and organizational performance in that motivated workers significantly influenced workers’ performance.
Moreover, motivation was found to have a positive influence on employee performance and organizational
performance (Abubakari & Adam, 2018).

The identification of major factors motivating employees in the workplace is a must for the organization to
acknowledge and understand them in order to influence behavior among employees towards high performance
with the help of suitable strategies (Ghaith, Enas, et al., 2018; De Plessis et al., 2015). HRM practices positively
affect perceived organizational performance, and in this relationship, motivation is assumed to have a mediating
effect. According to Faisal, Lee, Malul, and Shoham (2015), motivation enhances HRM practices (financial
incentives), which in turn, affects productivity and performance in a positive direction. Also, work motivation
mediates the relationship between career development and performance (Sapta & Sudja, 2018). In another related
study, work motivation was found to have a mediating effect on the indirect influence of career development on
organizational performance (Maggis, Yuesti & Sapta, 2018). Furthermore, HRM practices have a significant effect
on employee performance but via mediating effect of work motivation (Abd Halim et al., 2018; Rumasukun,
Rante, Wambrauw & Bharanti, 2015).

3. Theoretical Framework and Hypotheses Development

The main objective of this study is provide a conceptual model for the relationship between HRM practices and
organizational performance by mediating role of work motivation. In the current study, HRM practices (selection,
training & development programs, career development, performance management, and reward) constitute the
independent variables of the study, while the construct of organizational performance constitutes the dependent

3639
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
variable. Finally, the constructs of work motivation mediate the relationship between the independent and
dependent variables. A conceptual model of this study has been developed by social exchange theory.

The researchers indicated that social exchange theory is based on the principle of reciprocity (Aburumman, Salleh,
Omar & Abadi, 2020; Cropanzano & Mitchell, 2005; Ghaith & Mutia, 2019; Karim, Majid, Omar, Aburumman,
2021). The principle of reciprocity refers to the equal exchange of either positive or negative commitments
between any party (Aburumman, Salleh, Omar & Abadi, 2020). Therefore, if organizations provide a positive
behavior such as suitable selection systems, sufficient training and development programs, fair and quick career
development systems, fair performance management systems, high reward and benefits, and a high level of
motivation in the work environment, thus employees will behave similarly and will commit to positive behaviors
by a high level of performance, which contributes to enhancing and improving organizational performance. Figure
1 illustrates the conceptual model of this study.

Figure 1: A conceptual model of this study

Therefore, the following hypotheses are drawn from the above discussion:
Hypothesis (1): There is a positive relationship between HRM practices (selection, training & development
programs, career development, performance management, and reward) and organizational performance.
Hypothesis (2): There is a positive relationship between HRM practices (selection, training & development
programs, career development, performance management, and reward) and work motivation
Hypothesis (3): There is a positive relationship between work motivation and organizational performance.
Hypothesis (4): Work motivation mediate the relationship between HRM practices (selection, training &
development programs, career development, performance management, and reward) and organizational
performance.

4. Conclusion
The main objective of this study is provide a conceptual model for the relationship between HRM practices and
organizational performance by mediating role of work motivation. HRM practices are the main engine of work
motivation and organizational performance, through suitable selection systems, sufficient training and
development programs, fair and quick career development systems, fair performance management systems, high
reward and benefits, and a high level of motivation in the work environment, which contributes to enhancing and
improving organizational performance. Social exchange theory supported these relationships, where the
organizational performance is impacted by HRM practices (selection, training & development programs, career
development, performance management, and reward) and work motivation. Therefore, organizations should
develop robust strategies to enhancing and improving organizational performance. As a consequence, the intent
of this paper is to discover the factors that affect organizational performance, to urge more future studies about
these factors, to present a general view of what the organization needs to identify the related issues with
organizational performance. Moreover, future studies should be examining the proposed framework by using
advanced statistical methods in order to examine the previous hypotheses and provide the results to help decision-

3640
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
makers in organizations, as well as examine that other HRM practices such as employee empowerment, teamwork,
employment security, information sharing, and job description, and their impact on work motivation and
organizational performance.

References
1. Abd Halim, M. S. B., Alremawi, M. S. A. A., & Tambi, A. M. B. A. (2018). The Mediating Role of
Organizational Culture on the Relationship between Employee Performance and Antecedents in the Hotel
Sector. Journal of Reviews on Global Economics, 6, 489-497.
2. Abdullah, N. S., Alodat, A. Y., Aburumman, O. J., Hoque, A. S. M. M., & Ige, A. J. A. (2019). The
Effects of Enterprise Social and Environmental Responsibility on SME Performance: Mediating Role of
Organizational Culture. In International Postgraduate Research Conference (2 nd IPRC 2019),
Universiti Sultan Zainal Abidin (UniSZA), Gong Badak Campus, Kuala Terengganu, Malaysia,
December.
3. Abosede, J., Eze, B., & Sowunmi, M. (2018). Human Resource Management and Banks’ Performance
in Nigeria. Izvestiya Journal of Varna University of Economics, 62(2), 117-130.
4. Abubakari, A.-R., & Adam, B. (2018). Evaluating the Effects of Employee Motivation on Organizational
Performance of XXX Limited. International Review of Management and Business Research, 7(2), 358-
367.
5. Aburumman, O., Salleh, A., Omar, K., & Abadi, M. (2020). The impact of human resource management
practices and career satisfaction on employee’s turnover intention. Management Science Letters, 10(3),
641-652.
6. Afful-Broni, A. (2012). Relationship between motivation and job performance at the University of Mines
and Technology, Tarkwa, Ghana: Leadership Lessons. Creative Education, 3(03), 309.
7. Aguta, U. I., & Balcioglu, H. (2015). The impact of human resource management practices on
organizational performance: a case of private banks in North Cyprus. International Journal of Business
and Social Science, 6(6), 251-268.
8. Al Azzam, A., & Jaradat, S. A. (2014). Impact of HR recruitment process on Jordanian Universities'
effectiveness (An empirical study on Jordanian Universities). Global Journal of Human Resource
Management, 2(1), 16-29.
9. Al Dalaien, M. Y. M., Ibrahim, R. M., & Aburumman, O. J. (2020). Jordanian Telecommunication
Companies Success through Social Capital and Human Resources Management. Solid State
Technology, 63(5), 8049-8057.
10. Amin, M., Ismail, W. K. W., Rasid, S. Z. A., & Selemani, R. D. A. (2014). The impact of human resource
management practices on performance. The TQM Journal, 26 (2), 125-142.
11. Andriani, S., Kesumawati, N., & Kristiawan, M. (2018). The influence of the transformational leadership
and work motivation on teachers performance. International Journal of Scientific & Technology
Research, 7(7), 19-29.
12. Apospori, E., Nikandrou, I., Brewster, C., & Papalexandris, N. (2008). HRM and organizational
performance in northern and southern Europe. The International Journal of Human Resource
Management, 19(7), 1187-1207.
13. Armstrong, M. B., Landers, R. N., & Collmus, A. B. (2016). Gamifying recruitment, selection, training,
and performance management: Game-thinking in human resource management. In Emerging research
and trends in gamification (pp. 140-165). IGI Global.
14. Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Macmillan International
Higher Education.
15. Cheong, J. O. (2020). Mediating effects of organizational silence between workplace bullying and
organizational performance among nurses. Journal of Digital Convergence, 18(1), 169-175.
16. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal
of management, 31(6), 874-900.
17. Dar, A. T., Bashir, M., Ghazanfar, F., & Abrar, M. (2014). Mediating role of employee motivation in
relationship to post-selection HRM practices and organizational performance. International Review of
Management and Marketing, 4(3), 224.
18. David, S., Ahmad, J., Fauzi, O. M., Hamid, A., & Azhar, M. (2018). The Impact of Human Resource
Management Practices on Organizational Performance and Sustainability in Nigerian Manufacturing
Industries: A Research Framework. Advanced Science Letters, 24(6), 3832-3835.
19. Demircioglu, M. A., & Audretsch, D. B. (2017). Conditions for innovation in public sector
organizations. Research policy, 46(9), 1681-1691.
20. Du Plessis, A., Munyeka, W., Chipunza, C., Samuel, M., Naidoo, K., Keyser, E., & Gura, M. (2015).
HRM and ER in South Africa: contemporary theory and practice. Munyeka, W., Chipunza, C., Samuel,
MO, Naidoo, K., Keyser, E. & Gura, M. Juta Publishers, Cape Town, South Africa.

3641
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
21. El-Ghalayini, Y. (2017). Human resource management practices and organizational performance in
public sector organization. Journal of Business Studies Quarterly, 8(3), 65.
22. Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on
Organizational Performance. Global Journal of Human Resource Management, 3(2), 22-33.
23. Emeka, N., Amaka, O., & Ejim, E. P. (2015). The Effect of Employee Motivation on Organizational
Performance of Selected Manufacturing Firms in Enugu State. World Journal of Management and
Behavioral Studies, 3(1), 1-8.
24. Emeti, C. I. (2015). The effects of training/development on the performance of paint manufacturing firms
in Rivers State. European Journal of Business and Social Sciences, 4(3), 66-74.
25. Faisal, M., Mook Lee, S., Malul, M., & Shoham, A. (2015). Behavioral ambidexterity: The impact of
incentive schemes on productivity, motivation, and performance of employees in commercial
banks. Human Resource Management, 54(S1), s45-s62.
26. Farouk, S., Abu Elanain, H. M., Obeidat, S. M., & Al-Nahyan, M. (2016). HRM practices and
organizational performance in the UAE banking sector: The mediating role of organizational
innovation. International Journal of Productivity and Performance Management. 65(6), 773–791.
27. Goodarzi, H. T., & Bazgir, R. (2015). The impact of human resource management practices on
organizational performance. Indian Journal of Fundamental and Applied Life Sciences, 5(52).
28. Gould-Williams, J. (2007). HR practices, organizational climate and employee outcomes: evaluating
social exchange relationships in local government. The International Journal of Human Resource
Management, 18(9), 1627-1647.
29. Ghaith, A. (2020). Examining Competitive Advantage between Knowledge Sharing, Work Engagement
and Organizational Citizenship Behaviour (OCB) In Jordanian Universities. PalArch's Journal of
Archaeology of Egypt/Egyptology, 17(6), 7422-7434.
30. Ghaith, A., Enas, A., Mutia, S., & Abdul Malek, T. (2018). The impact of human resource management
practices, organizational culture, motivation and knowledge management on job performance with
leadership style as moderating variable in the Jordanian commercial banks sector. Journal of Reviews on
Global Economics, 6, 477-488.
31. Ghaith, A., & Mutia, S. (2019). Effect of behavioral variables on organizational citizenship behavior
(OCB), with job satisfaction as moderating among Jordanian five-star hotels. International Journal of
Ethics and Systems.
32. Ghaith, A., Mutia, S., Maysoon, A., & Abdul Malek, T. (2018). The Mediating Role of Organizational
Culture on the Relationship between Employee Performance and Antecedents in the Hotel Sector.
Journal of Reviews on Global Economics, 6, 489-497.
33. Guest, D. (2002). Human resource management, corporate performance and employee wellbeing:
Building the worker into HRM. The journal of industrial relations, 44(3), 335-358.
34. Harky, Y. F. M. (2018). The Significance of Recruitment and Selection on Organizational Performance:
The Case of Private owned Organizations in Erbil, North of Iraq. International Journal of Contemporary
Research and Review, 9(02).
35. Ibrahim, S. B., Hamid, A. A., Babiker, B., & Ali, A. Y. S. (2015). Customer relationship management
quality and customer loyalty: evidence from Sudanese bank customers. Academic research
international, 6(1), 252.
36. Idris, S. A. M., Wahab, R. A., & Jaapar, A. (2016). HRM Practices and Organizational Performance: A
Conceptual Model on the Performance of Acquiring Companies. In Proceedings of the 1st AAGBS
International Conference on Business Management 2014 (AiCoBM 2014) (pp. 127-137). Springer,
Singapore.
37. Imna, M., & Hassan, Z. (2015). Influence of human resource management practices on employee
retention in Maldives retail industry. International Journal of Accounting, Business and
Management, 1(1), 1-28.
38. Jouda, A. A., Ahmad, U. N. U., & Dahleez, K. A. (2016). The impact of HRM practices on employees
performance: The case of Islamic university of Gaza (IUG) in Palestine. International Review of
Management and Marketing, 6(4).
39. Kaye, B. (2005). Build a culture of development. Leadership excellence, 22(3), 18.
40. Kapel, C., & Shepherd, C. (2004). Career ladders create common language for defining jobs. Canadian
HR Reporter, 14(12), 15-16.
41. Karim, D.N., Majid, A.H.A., Omar, K., Aburumman, O.J. (2021). The mediating effect of interpersonal
distrust on the relationship between perceived organizational politics and workplace ostracism in Higher
Education Institutions. Heliyon, https://doi.org/10.1016/j.heliyon.2021.e07280.
42. Khan, I., & Baloch, Q. B. (2017). Performance Based Pay: A Moderator of Relationship between
Employee Workplace Behavior and Organization Productivity. Journal of Managerial Sciences, 11(1).

3642
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
43. Listiani, T., & Kartinim, D. (2015). Application Performance Management Impact On Organizational
Performance Local Company (Studies in West Java-Indonesia). International Journal of Scientific &
Technology Research, 4(02), 191-198.
44. Lyria, R. K., Namusonge, G. S., & Karanja, K. (2017). The effect of career management on organizational
performance of firms listed in the Nairobi Securities Exchange. Journal of Human Resource and
Leadership, 1(3), 31-42.
45. Manggis, I. W., Yuesti, A., & Sapta, I. K. S. (2018). The Effect of Career Development and
Organizational Culture to Employee Performance with Motivation of Work as Intervening Variable in
Cooperation in Denpasar Village. International Journal of Contemporary Research and Review, 9(07),
20901-20916.
46. Mansoor, S., Shah, F. T., & Tayyaba, A. (2015). Impact of Training and Development on Organization
Performance with Mediating Role of Intention to Quit as Human Resource Quality Cost. European Online
Journal of Natural and Social Sciences, 4(4), pp. 787-797.
47. Moideenkutty, U., Al-Lamki, A., & Sree Rama Murthy, Y. (2011). HRM practices and organizational
performance in Oman. Personnel Review, 40(2), 239-251.
48. Muogbo, U. (2013). The impact of employee motivation on organisational performance (a study of some
selected firms in anambra state nigeria). The international journal of engineering and science, 2(7), 70-
80.
49. Ndibe, B. C., & Campus, E. N. U. G. U. (2014). Effect of employees training on organizational
performance in soft drinks bottling companies in Enugu state, Nigeria. Faculty of Business
Administration, University of Nigeria Enugu Campus.
50. Nirmala, R., & Mekoth, N. (2015). Relationship between performance management and organizational
performance. Acme Intellects International Journal of Research in Management, Social Sciences &
Technology, 9(9). Prasad. (2005). Organizational Behaviour (6 ed.). Delhi: Sultan Chand and Sons.
51. Ochola, G. O. (2018). Employee motivation, An organizational performance improvement strategy (A
review on influence of employee motivation on organizational performance). JOJ Sciences, 1(5), 120-
125.
52. Pancasila, I., Haryono, S., & Sulistyo, B. A. (2020). Effects of work motivation and leadership toward
work satisfaction and employee performance: Evidence from Indonesia. The Journal of Asian Finance,
Economics, and Business, 7(6), 387-397.
53. Rana, M. H., & Malik, M. S. (2017). Impact of human resource (HR) practices on organizational
performance. International Journal of Islamic and Middle Eastern Finance and Management.
54. Rumasukun, S. F. A., Rante, Y., Wambrauw, O. O., & Bharanti, B. E. (2015). The influence of human
resource management strategy and competence on employee performance with the mediation of work
motivation, organizational commitment and work culture (Study at the official of management of
communication and information technology of Papua province). International Journal of Business and
Management Invention, 4(8), 15-27.
55. Salleh, A. M. M., Omar, K., Aburumman, O. J., Mat, N. H. N., & Almhairat, M. A. (2020). The impact
of career planning and career satisfaction on employee's turnover intention. Entrepreneurship and
Sustainability Issues, 8(1), 218.
56. Salleh, S. M., Zahari, A. S. M., Said, N. S. M., & Ali, S. R. O. (2016). The influence of work motivation
on organizational commitment in the workplace. Journal of Applied Environmental and Biological
Sciences, 6(5), 139-143.
57. Sansone, C., & Harackiewicz, J. M. (2000). Intrinsic and extrinsic motivation: The search for optimal
motivation and performance: Elsevier.
58. Sapta, I. K. S., & Sudja, I. N. (2018). The Effect of Career Development and Leadership on Employee
Performance with Work Motivation as Intervening Variables on Cv. Blue Waters Bali. International
Journal of Contemporary Research and Review, 9(03), 20583-20591.
59. Saviour, A. W., Kofi, A., Yao, B. D., & Kafui, L.-A. (2017). The Impact of Effective Recruitment and
Selection Practice on Organizational Performance (A Case Study at University Of Ghana). Global Journal
of Management and Business Research.
60. Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management
practices. Academy of Management Perspectives, 1(3), 207-219.
61. Srivastava, A. P., & Dhar, R. L. (2016). Impact of leader member exchange, human resource management
practices and psychological empowerment on extra role performances. International Journal of
Productivity and Performance Management.
62. Stavrou, E. T., Brewster, C., & Charalambous, C. (2010). Human resource management and firm
performance in Europe through the lens of business systems: best fit, best practice or both?. The
International Journal of Human Resource Management, 21(7), 933-962.

3643
Turkish Journal of Computer and Mathematics Education Vol.12 No.13 (2021), 3636-3644
Research Article
63. Stredwick, J. (2000). Aligning rewards to organisational goals–a multinational’s experience. European
Business Review, 12(1), 9-19.
64. Sunday, A. D., Ahmad, J., Fauzi, O. M., Hamid, A., & Azhar, M. (2018). The impact of human resource
management practices on organizational performance and sustainability in Nigerian manufacturing
industries: A research framework. Advanced Science Letters, 24(6), 3832-3835.
65. Taamneh, A., Alsaad, A. K., & Elrehail, H. (2018). HRM practices and the multifaceted nature of
organization performance. EuroMed Journal of Business. 13(3), 315-334.
66. Thite, M. (2001). Help us but help yourself: the paradox of contemporary career management. Career
Development International.
67. Yousef, A. M. A., Hazril, I. I., & Ghaith, A. (2021). Examining ISA Engagement Scale as Mediating
Between Role Organizational Communication Satisfaction and Performance in Jordanian Hospitals.
Psychology and Education Journal, 58(2), 11362-11369.
68. Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well‐being and the HRM–
organizational performance relationship: a review of quantitative studies. International Journal of
Management Reviews, 14(4), 391-407.
69. Weru, J. W., Iravo, M. A., & Sakwa, M. (2013). The relationship between training and development on
performance of state owned corporations. International Journal of Academic Research in Business and
Social Sciences, 3(9), 57.
70. Wood, S. (2018). HRM and organizational performance. Human Resource Management, 74-97.
71. Zahonogo, P. (2016). Trade and economic growth in developing countries: Evidence from sub-Saharan
Africa. Journal of African Trade, 3(1-2), 41-56.
72. Zamanan, M., Alkhaldi, M., Almajroub, A., Alajmi, A., Alshammari, J., & Aburumman, O. (2020). The
influence of HRM practices and employees’ satisfaction on intention to leave. Management Science
Letters, 10(8), 1887-1894.
73. Zameer, H., Ali, S., Nisar, W., & Amir, M. (2014). The impact of the motivation on the employee’s
performance in beverage industry of Pakistan. International journal of academic research in accounting,
finance and management sciences, 4(1), 293-298.

3644