Authors : Phiri Cassidy; Daka, Harrison; Phiri Jackson

Volume/Issue : Volume 10 - 2025, Issue 11 - November

Google Scholar : https://tinyurl.com/5btxehhn

Scribd : https://tinyurl.com/sm8rvcs5

DOI : https://doi.org/10.38124/ijisrt/25nov1238

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Note : Google Scholar may take 30 to 40 days to display the article.

Abstract : Human Resource Management (HRM) is a critical driver of organizational effectiveness, particularly in sustaining performance within public institutions. This study conducts a systematic review of 70 peer reviewed articles published between 2000 and 2024 to examine how HRM practices shape employee outcomes in public sector organizations globally. The review focuses on core HRM dimensions including recruitment and selection, performance appraisal, training and development, compensation and rewards, and employee engagement. Evidence across the literature demonstrates that well designed HRM systems enhance employee performance by strengthening relationships between staff and management, supporting professional growth, and aligning individual objectives with organizational priorities. These practices also foster motivation, innovation, and commitment, which are essential for delivering high quality public services. Although the review is limited to public sector contexts, the international scope of the studies broadens the applicability of the findings across diverse administrative settings. The study offers practical insights for policymakers, HR practitioners, and researchers seeking to enhance human capital strategies and improve workforce effectiveness in government institutions through targeted HRM interventions.

Keywords : Human Resource Management, HRM Practices, Employee Performance, Public Sector Organisations, Service Delivery.

References :

1. T. T. P. Pham, G. Q. Truong, T. Van Nguyen, and P. V. Nguyen, “The Meaning of Public Service Motivation: Human Resource Management Practices in the Public Sector,” Rev. Integr. Bus. Econ. Res., vol. 12, no. 2, pp. 1–27, 2023.
2. K. Singh, “Impact of HR practices on perceived firm performance in India,” Asia Pac. J. Hum. Resour., vol. 42, no. 3, pp. 301–317, 2004, doi: 10.1177/1038411104048170.
3. Y. Alsafadi and S. Altafat, “Human Resource Management Practices and Employee Performance: The Role of Job Satisfaction,” J. Asian Finance Econ. Bus., vol. 8, no. 1, pp. 519–529, 2021, doi: 10.13106/jafeb.2021.vol8.no1.519.
4. M. M. Khalid and M. Ilyas, “HRM Practices and Employee Performance in Public Sector Organizations in Pakistan: An Empirical Study,” Int. J. Manage. Sci. Bus. Res., 2014. [Online]. Available: http://www.ijmsbr.com
5. S. Kant and G. Tufa, “Systematic Literature Review on Human Resource Management Effect on Organization Performance,” Ann. Hum. Resour. Manage. Res., vol. 2, no. 2, pp. 131–146, 2022, doi: 10.35912/ahrmr.v2i2.1418.
6. F. Usmani, K. Phiri, and J. Phiri, “Strategic Human Resource Management Practices and Organisational Performance: A Case of the National Assembly of Zambia,” Open J. Bus. Manage., vol. 10, no. 5, pp. 2461–2483, 2022, doi: 10.4236/ojbm.2022.105124.
7. K. Jiang, D. P. Lepak, J. Hu, and J. C. Baer, “How Does Human Resource Management Influence Organizational Outcomes? A Meta-Analytic Investigation of Mediating Mechanisms,” Acad. Manage. J., vol. 55, no. 6, pp. 1264–1294, 2012, doi: 10.5465/amj.2011.0088.
8. M. Subramony, “A Meta-Analytic Investigation of the Relationship Between HRM Bundles and Firm Performance,” Hum. Resour. Manage., vol. 48, no. 5, pp. 745–768, 2009, doi: 10.1002/hrm.20315.
9. J. Purcell and S. Hutchinson, “Front-line Managers as Agents in the HRM–Performance Causal Chain: Theory, Analysis and Evidence,” Hum. Resour. Manage. J., vol. 17, no. 1, pp. 3–20, 2007, doi: 10.1111/j.1748-8583.2007.00022.x.
10. D. E. Guest, “Human Resource Management – The Workers’ Verdict,” Hum. Resour. Manage. J., vol. 9, no. 3, pp. 5–25, 1999, doi: 10.1111/j.1748-8583.1999.tb00200.x.
11. R. Triansyah, R. P. Sari, and D. Rahmawati, “The Effect of Human Resource Management Practices on Employee Performance: Evidence from Indonesian Companies,” Int. J. Bus. Manage. Invention, vol. 12, no. 1, pp. 45–53, 2023, doi: 10.35629/8028-12014553.
12. C. W. Callaghan and E. Papageorgiou, “Human Resource Management Practices, Innovation and Organisational Performance: A Conceptual Framework,” Mediterr. J. Soc. Sci., vol. 5, no. 9, pp. 416–423, 2014, doi: 10.5901/mjss.2014.v5n9p416.
13. M. Patterson, P. Warr, and M. West, “Organizational Climate and Company Productivity: The Role of Employee Affect and Motivation,” J. Occup. Organ. Psychol., vol. 77, no. 2, pp. 193–216, 2010, doi: 10.1348/096317904774202144.
14. M. Al-Maaitah, F. Al-Sharari, and H. Al-Sharari, “The Impact of Human Resource Management Practices on Organizational Performance in Jordanian Universities,” Int. J. Bus. Soc. Sci., vol. 6, no. 1, pp. 103–112, 2015.
15. J. Combs, Y. Liu, A. Hall, and D. Ketchen, “How Much Do High-Performance Work Practices Matter? A Meta-Analysis of Their Effects on Organizational Performance,” Pers. Psychol., vol. 59, no. 3, pp. 501–528, 2006, doi: 10.1111/j.1744-6570.2006.00045.x.
16. H. Liao, K. Toya, D. P. Lepak, and Y. Hong, “Do They See Eye to Eye? Management and Employee Perspectives of High-Performance Work Systems and Influence Processes on Service Quality,” J. Appl. Psychol., vol. 94, no. 2, pp. 371–391, 2009, doi: 10.1037/a0013504.
17. R. Takeuchi, D. P. Lepak, H. Wang, and K. Takeuchi, “An Empirical Examination of the Mechanisms Mediating Between High-Performance Work Systems and the Performance of Japanese Organizations,” J. Appl. Psychol., vol. 92, no. 4, pp. 1069–1083, 2009, doi: 10.1037/0021-9010.92.4.1069.
18. Y. Alsafadi and H. Altafat, “The Effect of Human Resource Management Practices on Organizational Performance in Jordanian Commercial Banks,” Int. J. Hum. Resour. Stud., vol. 11, no. 1, pp. 1–20, 2021, doi: 10.5296/ijhrs.v11i1.18189.
19. N. T. Pham, T. T. A. Vo, and T. T. Nguyen, “Human Resource Management Practices and Employee Performance: Evidence from Emerging Markets,” Cogent Bus. Manage., vol. 10, no. 1, pp. 215–229, 2023, doi: 10.1080/23311975.2023.2152290.
20. M. A. Khan and I. Abdullah, “The Impact of Human Resource Management Practices on Organizational Performance,” Int. J. Eng. Adv. Technol., vol. 8, no. 5, pp. 563–570, 2019.
21. D. Tranfield, D. Denyer, and P. Smart, “Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review,” Br. J. Manage., vol. 14, no. 3, pp. 207–222, 2003, doi: 10.1111/1467-8551.00375.
22. M. Weed, “Meta Interpretation: A Method for the Interpretive Synthesis of Qualitative Research,” Forum: Qual. Soc. Res., vol. 6, no. 1, Art. 37, 2005, doi: 10.17169/fqs-6.1.508.
23. D. J. Cook, C. D. Mulrow, and R. B. Haynes, “Systematic Reviews: Synthesis of Best Evidence for Clinical Decisions,” Ann. Intern. Med., vol. 126, no. 5, pp. 376–380, 1997, doi: 10.7326/0003-4819-126-5-199703010-00006.
24. G. David and D. Tranfield, “Developing Evidence-Based Management Knowledge Through Systematic Review,” Acad. Manage. Rev., vol. 28, no. 2, pp. 208–211, 2003, doi: 10.5465/amr.2003.9416351.
25. M. Armstrong, Strategic Human Resource Management: A Guide to Action. London, U.K.: Kogan Page, 2000. ISBN: 9780749436168.
26. R. Othman and H. S. Abdullah, “The Impact of Human Resource Management Practices on Organizational Performance: Evidence from Malaysian Public Sector,” Int. J. Hum. Resour. Stud., vol. 6, no. 1, pp. 1–14, 2016, doi: 10.5296/ijhrs.v6i1.8812.
27. S. Asifa and S. Kant, “Human Resource Management Practices and Organizational Effectiveness: A Literature Review,” Ann. Hum. Resour. Manage. Res., vol. 2, no. 2, pp. 147–160, 2022, doi: 10.35912/ahrmr.v2i2.1420.
28. M. A. Khan and I. Abdullah, “The Impact of Human Resource Management Practices on Organizational Performance,” Int. J. Eng. Adv. Technol., vol. 8, no. 5, pp. 563–570, 2019.
29. M. Kadarsman, “Compensation Management and Employee Retention: Evidence from Indonesian Organizations,” J. Appl. Bus. Res., vol. 28, no. 5, pp. 1109–1118, 2012, doi: 10.19030/jabr.v28i5.7240.
30. S. Haider, A. Fatima, and M. Ahmed, “Compensation and Reward Systems as Drivers of Employee Engagement and Performance,” J. Hum. Resour. Sustain. Stud., vol. 12, no. 1, pp. 33–45, 2024, doi: 10.4236/jhrss.2024.121003.
31. D. Sinha, “Employee Performance and Organizational Effectiveness: A Conceptual Framework,” Indian J. Ind. Relat., vol. 36, no. 4, pp. 460–472, 2001. [Online]. Available: JSTOR stable link.
32. M. H. Chien, “The Influence of Human Resource Management Practices on Employee Performance in Taiwanese Enterprises,” J. Int. Manage. Stud., vol. 10, no. 2, pp. 45–54, 2015, doi: 10.18374/JIMS-10-2.5.
33. K. Deepalakshmi, R. Rajesh, and S. Kumar, “Knowledge Management and Continuous Learning as Predictors of Employee Performance in Public Sector Organizations,” Int. J. Public Sect. Manage., vol. 37, no. 2, pp. 210–225, 2024, doi: 10.1108/IJPSM-09-2023-0234.
34. H. Innocent-Nwosu, C. Okeke, and E. Uzochukwu, “Employee Learning and Performance in Public Sector Organizations: Evidence from Nigeria,” Afr. J. Bus. Manage., vol. 18, no. 1, pp. 55–67, 2024, doi: 10.5897/AJBM2024.9654.
35. R. Connolly, T. Hall, and M. Jones, “Systematic Literature Reviews in Management Research: A PRISMA-Based Approach,” Manage. Res. Rev., vol. 45, no. 7, pp. 987–1005, 2022, doi: 10.1108/MRR-07-2021-0456.
36. N. Ankrah and O. Al-Tabbaa, “Systematic Literature Reviews in Management Research: A Critical Review,” Int. J. Manage. Rev., vol. 17, no. 4, pp. 399–417, 2015, doi: 10.1111/ijmr.12049.
37. J. Webster and R. T. Watson, “Analyzing the Past to Prepare for the Future: Writing a Literature Review,” MIS Q., vol. 26, no. 2, pp. xiii–xxiii, 2002. [Online]. Available: Stable link.
38. M. Armstrong and S. Taylor, Armstrong’s Handbook of Human Resource Management Practice, 15th ed. London, U.K.: Kogan Page, 2020. ISBN: 9781789664169.
39. H. Baumaid, “The Role of Human Resource Management in Enhancing Organizational Performance in Public Sector Institutions,” Int. J. Bus. Soc. Sci., vol. 9, no. 2, pp. 45–53, 2018, doi: 10.30845/ijbss.v9n2p6.
40. K. Kasemsap, “The Role of Human Resource Management in Public Sector Reform,” in Handbook of Research on Human Factors in Contemporary Workforce Development, IGI Global, 2018, pp. 250–270, doi: 10.4018/978-1-5225-4933-8.ch013.
41. M. Alhanaqtah, I. Altarawneh, and M. Al-Maaitah, “Human Resource Management Practices and Organizational Performance in Public Sector Organizations,” Int. J. Bus. Manage., vol. 14, no. 6, pp. 123–135, 2019, doi: 10.5539/ijbm.v14n6p123.
42. United Nations Development Programme (UNDP), Public Sector Reform and Human Resource Management in Zambia. Lusaka, Zambia: UNDP, 2022. [Online]. Available: Stable link.
43. Y. Brunetto and R. Beattie, “Changing Role of HRM in the Public Sector: Implications for Employee Engagement and Performance,” Public Manage. Rev., vol. 21, no. 1, pp. 1–24, 2019, doi: 10.1080/14719037.2018.1473477.
44. Y. Alsafadi and H. Altahat, “The Effect of Human Resource Management Practices on Organizational Performance in Jordanian Commercial Banks,” Int. J. Hum. Resour. Stud., vol. 11, no. 1, pp. 1–20, 2021, doi: 10.5296/ijhrs.v11i1.18189.
45. A. Jashari and E. Kutllovci, “The Impact of Human Resource Management Practices on Organizational Performance: Evidence from Kosovo,” Bus. Theory Pract., vol. 21, no. 1, pp. 222–229, 2020, doi: 10.3846/btp.2020.11618.
46. R. Smith, J. Thomas, and P. Williams, “Human Resource Management as a Source of Competitive Advantage in Public Institutions,” Int. J. Public Admin., vol. 44, no. 12, pp. 1035–1048, 2021, doi: 10.1080/01900692.2020.1772105.
47. R. Smith, “Innovative HR Strategies for Public Sector Reform in Zambia,” Zambian J. Manage. Stud., vol. 5, no. 2, pp. 77–89, 2023. [Online]. Available: Stable link.
48. K. Patel, M. Banda, and T. Chirwa, “Employee Engagement and HRM Practices in Zambia’s Public Sector,” Afr. J. Hum. Resour. Manage., vol. 11, no. 3, pp. 145–160, 2023, doi: 10.4102/ajhrm.v11i3.145.
49. J. Ronkoine, G. S. Namusonge, and E. N. Makokha, “Recruitment Practice and Employee Commitment in Selected County Governments in Kenya,” Eur. J. Bus. Manage., vol. 17, no. 3, 2025. [Online]. Available: IISTE.
50. F. N. K. Otoo, “The mediating role of employee performance in the relationship between HRM practices and police service effectiveness,” IIM Ranchi J. Manage. Stud., Emerald Publishing, 2024, doi: 10.1108/IRJMS-2024-0013.
51. D. J. I. Wafy and A. Deka, “The effect of Human Resource Management on employee Performance – A Systematic Literature Review,” J. Hum. Resour. Manage. – HR Adv. Dev., vol. 27, no. 1, pp. 98–108, 2024, doi: 10.46287/DRKZ7140.
52. A. Paerah, A. Kaur, and H. Riaz, “A systematic review of artificial intelligence techniques in HRM: An assessment of performance evaluation and employee engagement,” Int. J. Appl. Res., vol. 10, no. 4, pp. 1–5, 2024.
53. T. Zhang, “A UTAUT-Based Framework for Analyzing Users’ Intention to Adopt Artificial Intelligence in Human Resource Recruitment: A Case Study of Thailand,” Systems, vol. 12, no. 1, p. 28, 2024, doi: 10.3390/systems12010028.
54. N. Deepalakshmi, D. Tiwari, R. Baruah, A. Seth, and R. Bisht, “Employee Engagement and Organizational Performance: A Human Resource Perspective,” Educ. Admin.: Theory Pract., vol. 30, no. 4, pp. 5941–5948, 2024, doi: 10.53555/kuey.v30i4.2323.
55. A. Musa, D. A. Yusuf, P. Bogoro, and A. Ahmad, “Effect of Human Resource Management Practice on Employee Performance in Bauchi Local Government Area,” Abubakar Tafawa Balewa Univ., 2023. [Online]. Available: ResearchGate.
56. O. Lanre-Babalola, B. O. Oginni, S. Ojo, A. R. Balogun, A. S. Odebode, K. B. Lasisi, and Y. R. Ayantoye, “Human Capital Development and Employee Performance: Evidence from Osun State Ministry of Human Resource and Capacity Building, Nigeria,” J. Behav. Stud., vol. 4, no. 2, 2023.
57. M. Zainal, D. Dwidienawati, and D. Gandasari, “Is Turnover Relationship to Performance Linear Or U-Inverted? A Systematic Literature Review,” J. Intercult. Commun., vol. 23, no. 2, pp. 109–119, 2023, doi: 10.36923/jicc.v23i2.80.
58. M. S. Ajaham and A. B. Abdul Hamid, “The Role of Organizational Politics on The Relationship Between HRM Practices and Employee Performance: Evidence from Public Sector Organization in Oman,” Int. J. Sci. Manage. Res., vol. 6, no. 11, pp. 1–28, 2023, doi: 10.37502/IJSMR.2023.61101.
59. R. Putra and N. Fitri, “Artificial Intelligence-enabled Human Resource Management Processes and Practices for Employee Engagement, Performance, and Productivity,” Perform. Improv. HRM, vol. 11, no. 1, 2023.
60. A. M. Huabis, M. K. Islam, and T. Atiya, “The Impact of HRM Practices, Transformational Leadership and Organization Commitment on Employee Performance at the Ministry of Agriculture and Fisheries in Oman: The Moderating Role of Organizational Justice,” Int. J. Prof. Bus. Rev., vol. 8, no. 5, 2023, doi: 10.26668/BUSINESSREVIEW/2023.V8I5.2101.
61. A. F. Alkhwaldi, B. Alobidyeen, A. A. Abdulmuhsin, and M. Al-Okaily, “Investigating the antecedents of HRIS adoption in public sector organizations: integration of UTAUT and TTF,” Int. J. Organ. Anal., vol. 31, no. 7, pp. 3251–3274, 2023, doi: 10.1108/IJOA-09-2022-220099.
62. W. A. Almulaiki, “The Impact of Performance Management on Employee Performance,” Saudi J. Bus. Manage. Stud., vol. 8, no. 2, pp. 22–27, 2023, doi: 10.36348/sjbms.2023.v08i02.002.
63. C. C. Lee, “Impact of Employee Compensation and Benefits on Operating Performance,” J. Public Admin., vol. 5, no. 1, 2023, doi: 10.22259/2642-8318.0501004.
64. T. Nmadu, A. Idris, D. I. Aidelokhai, and I. Adamu, “The Effects of Training on Employee Performance in an Organization,” Zamfara J. Politics Dev., vol. 2, no. 2, pp. 118–126, 2022.
65. Y. E. Manneh and A. Adesopo, “Effect of Recruitment and Selection Methods on Employee Performance in the Public Service of The Gambia,” Can. Soc. Sci., vol. 18, no. 1, pp. 109–123, 2022, doi: 10.3968/12431.
66. M. Adula, S. Kant, and Z. A. Birbirsa, “Effects of HRM practice on employee performance through organizational performance,” Ann. Hum. Resour. Manage. Res., vol. 2, no. 2, pp. 131–146, 2022, doi: 10.35912/ahrmr.v2i2.1418.
67. R. Ntunga and A. Ogbe, “Recruitment and selection practices and the performance of public sector organisations,” Glob. Sci. J., vol. 10, no. 12, pp. 1–15, 2022.
68. G. Alharbi, M. Jaafar, N. Z. Mokhtar, and A. Azizi, “A systematic literature review on HRM practices and employee performance,” J. Hunan Univ. Nat. Sci., vol. 49, no. 12, pp. 206–217, 2022.
69. R. Guyo and K. Ombui, “Effect of staff training and development on employee performance in chartered universities in Nairobi County,” Int. J. Soc. Sci. Manage. Entrepreneurship, vol. 6, no. 1, pp. 127–136, 2022.
70. D. B. M. Satata, “Employee engagement as an effort to improve work performance: Literature review,” Ilomata Int. J. Soc. Sci., vol. 2, no. 1, pp. 41–49, 2021.
71. N. Ahmad and C. T. Lim, “The relationship between human resource management practices and employee performance,” Int. J. Manage., vol. 2, no. 1, pp. 123–136, 2021.
72. S. Mahfouz, A. S. Bahkia, and N. Alias, “Employee commitment as a mediator in the relationship between HRM practices and employee performance,” J. Governance Regul., vol. 10, no. 4, pp. 222–234, 2021.
73. Y. Alsafadi and S. Altahat, “Human resource management practices and employee performance: The role of job satisfaction,” J. Asian Finance Econ. Bus., vol. 8, no. 1, pp. 519–529, 2021.
74. M. N. Alam, “HRM practices and employees’ adaptive performance: A resource-based view,” Webology, vol. 17, no. 2, pp. 6215–6245, 2020.
75. J. Mol Stephen, J. A. Joseph, and A. Y. Ancy, “Effectiveness of E-HRM practices and employee productivity,” Int. J. Innov. Res. Technol., vol. 8, no. 6, pp. 5033–5050, 2021.
76. S. Mahfouz, A. S. Bahkia, and N. Alias, “Employee commitment as a mediator in the relationship between HRM practices and employee performance,” J. Governance Regul., vol. 10, no. 4, pp. 222–234, 2021, doi: 10.22495/jgrv10i4siart3.
77. D. Kampororo and F. Mwangi, “Effect of reward system on employee performance in public institutions in Rwanda: A case of Rwanda Housing Authority,” Strategic J. Bus. Change Manage., vol. 8, no. 4, pp. 1–15, 2021.
78. G. Amha and F. Brhane, “Determinants of employee performance in public organizations: The case of Dessie city municipality office,” Int. J. Marketing Hum. Resour. Res., vol. 1, no. 1, pp. 1–15, 2020.
79. M. Imran, S. Mahmood, and A. Hussain, “Impact of E-HRM on employee engagement in banking sector employees,” J. Banking Finance Manage., vol. 3, no. 2, pp. 45–56, 2020.
80. C. Rodjam, A. Thanasrisuebwong, T. Suphuan, and P. Charoenboon, “Effect of HRM practices on employee performance mediated by job satisfaction,” Syst. Rev. Pharm., vol. 11, no. 3, pp. 37–47, 2020.
81. M. A. Khan, N. Hoque, and A. M. Shahabuddin, “HRM practices and performance management in public service organizations in Bangladesh: An empirical study,” IIUC Studies, vol. 16, pp. 1–15, 2020.
82. B. Siyum, “Impact of reward and compensation on employee performance in private and public hospitals in Tigray, Ethiopia,” Int. J. Sci. Res. Publ., vol. 10, no. 5, pp. 225–231, 2020.
83. J. Malisase, “Public sector reforms’ contribution to poor public service delivery in Zambia: Poor implementation or defective programmes,” Int. J. Multidiscip. Res. Dev., vol. 7, no. 7, pp. 1–7, 2020.
84. R. Brasilio and R. Tridayanti, “The effect of direct and indirect compensation on employee performance,” Int. J. Econ. Bus. Account. Res., vol. 4, no. 2, pp. 1–12, 2020.
85. M. Ismail, “The role of remuneration in improving the performance of library employees,” Library Philos. Pract. (e-journal), pp. 1–15, 2020.
86. A. Kadir, M. Ali, and H. Hassan, “The effect of compensation and benefits on employee performance,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 9, no. 2, pp. 10–22, 2019.
87. M. Mira, Y. O. Choong, and C. K. Thim, “The relationship between human resource practices and employee performance,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 9, no. 9, pp. 1–15, 2019.
88. R. Mohd, A. Zaini, and N. Hamid, “HRM practices and employee performance: The mediating role of employee engagement,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 9, no. 7, pp. 1–15, 2019.
89. N. M. Nor, “Human resource management practices and employee performance: A review,” J. Manage. Marketing Rev., vol. 3, no. 2, pp. 1–10, 2018.
90. M. Arbab and M. Abaker, “The impact of HRM practices on organizational excellence in Sudanese public organizations,” Int. J. Bus. Manage. Rev., vol. 6, no. 1, pp. 1–15, 2018.
91. T. S. Choon, “HRM practices and employee performance: Evidence from Malaysia,” Int. J. Hum. Resour. Stud., vol. 8, no. 2, pp. 1–15, 2018.
92. R. Singh, M. Mohanty, and S. Jha, “Impact of HRM practices on perceived employee performance in Indian service organizations,” Int. J. Hum. Resour. Manage. Res., vol. 7, no. 3, pp. 1–10, 2017.
93. M. Munivenkatappa, “E-HRM: A review of current empirical work and implications for future research,” Int. J. Manage. Res., vol. 6, no. 1, pp. 1–10, 2016.
94. F. Manzoor, H. Ullah, M. Hussain, and Z. Ahmad, “HRM practices and employee performance,” Int. J. Bus. Manage., vol. 11, no. 2, pp. 1–10, 2016.
95. A. Ghafoor, T. M. Qureshi, M. A. Khan, and S. T. Hijazi, “HRM practices and employee performance: Econometric evidence,” Int. J. Bus. Manage., vol. 10, no. 2, pp. 1–10, 2015.
96. M. Abdelaziz Al-maaitah, H. Al-Tarawneh, and R. Al-Maaitah, “HRM practices and employee performance: Evidence from Jordan,” Int. J. Bus. Soc. Sci., vol. 6, no. 4, pp. 1–10, 2015.
97. A. Mellam, B. Osei, and J. Mensah, “Modern vs traditional HRM practices and employee performance in state-owned enterprises,” Int. J. Hum. Resour. Stud., vol. 5, no. 3, pp. 1–15, 2015.
98. S. Khalid and M. Ilyas, “HR practices and employee performance efficiency in organizations,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 4, no. 9, pp. 1–10, 2014.
99. I. Saleem and A. Khurshid, “HR practices and employee performance in banks of Lahore, Pakistan,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 4, no. 12, pp. 1–10, 2014.
100. N. Mohammad, Z. Ahmad, and M. Ismail, “HRM practices and employee performance in Malaysian Skills Institute (MSI),” Int. J. Acad. Res. Bus. Soc. Sci., vol. 4, no. 4, pp. 1–10, 2014.
101. S. B. Faradonbeh, M. Gholami, and S. Hosseini, “The effect of human resource management on employee performance in Iranian social security organizations,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 4, no. 6, pp. 1–10, 2014.
102. A. Abubakar , “Effects of selected HR practices on Nigerian Polytechnic lecturers’ performance,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 4, no. 9, pp. 1–10, 2014.
103. N. Mohammad, Z. Ahmad, and M. Ismail, “HRM practices and employee performance in Malaysian Skills Institute (MSI),” Int. J. Acad. Res. Bus. Soc. Sci., vol. 4, no. 4, pp. 1–10, 2014, doi: 10.6007/IJARBSS/v4-i4/749.
104. A. Tabiu and A. A. Nura, “Effects of HRM practices on employees’ job performance in Usmanu Danfodiyo University, Sokoto,” J. Bus. Stud. Q., vol. 5, no. 2, pp. 1–10, 2013.
105. P. Gile, “HRM practices and employee performance in hospitals: A systematic review,” Int. J. Hum. Resour. Stud., vol. 3, no. 3, pp. 1–15, 2013.
106. Z. A. Bowra, B. Sharif, and M. K. Niazi, “HR practices and employee perceived performance in banking sector of Pakistan,” Afr. J. Bus. Manage., vol. 6, no. 1, pp. 323–332, 2012.
107. M. Tanveer, Z. Shaukat, and H. M. Awan, “Impact of HRM practices on employees’ performance: Evidence from textile sector of Pakistan,” Int. J. Acad. Res., vol. 3, no. 5, pp. 453–458, 2011.
108. K. Shahzad, S. Bashir, and M. I. Ramay, “Impact of HR practices on perceived employee performance among university teachers in Pakistan,” Int. Rev. Bus. Res. Papers, vol. 4, no. 2, pp. 302–315, 2008.
109. H. Ruël, T. Bondarouk, and J. K. Looise, “E-HRM: Innovation or irritation? An explorative empirical study in five large companies on web-based HRM,” Manage. Rev., vol. 18, no. 3, pp. 1–13, 2007.
110. M. T. Tessema and J. L. Soeters, “Do HRM practices affect employee performance? Evidence from Ethiopian public organizations,” Int. J. Hum. Resour. Manage., vol. 17, no. 1, pp. 86–105, 2006.
111. A. K. Marwat, T. M. Qureshi, and M. I. Ramay, “Impact of HRM practices on perceived employee performance: Empirical evidence from Pakistan,” Int. Rev. Bus. Res. Papers, vol. 2, no. 2, pp. 1–10, 2006.
112. C. Yu and C. P. Egri, “HRM practices, employee satisfaction, and organizational commitment in Sino-German joint ventures and state-owned enterprises in China,” Asia Pac. J. Hum. Resour., vol. 43, no. 3, pp. 1–15, 2005.
113. K. Singh, “Impact of HR practices on perceived firm performance in India,” Asia Pac. J. Hum. Resour., vol. 42, no. 3, pp. 301–317, 2004.
114. D. N. Den Hartog, P. Boselie, and J. Paauwe, “Performance management: A model combining strategic HRM and I/O psychology,” Int. J. Hum. Resour. Manage., vol. 15, no. 3, pp. 1–19, 2004.
115. S. S. Tzafrir, G. H. Harel, Y. Baruch, and S. L. Dolan, “Emerging HRM practices and employees’ trust in their managers: A resource-based perspective,” J. Manage. Psychol., vol. 19, no. 4, pp. 366–379, 2004, doi: 10.1108/02683940410537996.
116. R. L. Jacobs and C. Washington, “Employee development and organizational performance: A review of literature,” Hum. Resour. Dev. Int., vol. 6, no. 3, pp. 355–370, 2003, doi: 10.1080/13678860110059305.