Impact of Sustainable Human Resource Management Practices on Employees Professional Development

Muhammad Hassaan; Shumaila Bibi

doi:doi:10.11648/j.jhrm.20231102.13

| Peer-Reviewed

Impact of Sustainable Human Resource Management Practices on Employees Professional Development

Muhammad Hassaan, Shumaila Bibi

Published in Journal of Human Resource Management (Volume 11, Issue 2)

Received: 22 February 2023 Accepted: 9 May 2023 Published: 20 June 2023

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Resource Practices that have an influence on professional development toward individual performance. These practices have a constructive impact on the increase of employee satisfaction, professional development and it mean that it has desirable performance to achieve while performing a task, duty and share knowledge about professional line. We inspect the following Human Resources Practices: (1) security; (2) recruitment and selection; (3) compensation package/policy; (4) promotion; (5) Performance management; (6) rewards and these SHRM practices involve in providing opportunities for learning and to develop their professional life. The result of this study will provide overall support for Human resource practices. The results show that employing sustainable HRM practices like job security and compensation has a good and positive impact on employees' professional growth and allow employees to advance their professional careers. This study reveals a serial relay mechanism by which sustainable HRM practices boost employee performance and employee professional life development, with its theoretical and practical consequences.

Published in	Journal of Human Resource Management (Volume 11, Issue 2)
DOI	10.11648/j.jhrm.20231102.13
Page(s)	57-65
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2023. Published by Science Publishing Group

Keywords

SHRM, Professional Development, Job Security, Compensation Package, Reward, Promotion

References

[1]	Adebayo, O. I. and O. I. E. Lucky, 2012. Entrepreneurship development and national job security. Proceedings of the LASPOTECH SM National Conference on National Job Security Main Auditorium, June 25-26, 2012, Isolo Campus, Lagos, Nigeria.
[2]	Asfaw, A. M., Argaw, M. D. and Bayissa, L. (2015) The Impact of Training and Development on Employee Performance and Effectiveness: A Case Study of District Five Administration Office, Bole Sub-City, Addis Ababa, Ethiopia. Journal of Human Resource and Sustainability Studies, 3, 188-202.
[3]	Amin, M., Khairuzzaman Wan Ismail, W., Zaleha Abdul Rasid, S., & Daverson Andrew Selemani, R. (2014). The impact of human resource management practices on performance: Evidence from a Public University. The TQM Journal, 26 (2), 125-142.
[4]	Armstrong, M. (2013). A Handbook on Human Resource Management, London: KoganPage Publishers.
[5]	Andrew, D. P. and Kent, A. (2007). The impact of perceived leadership behaviors on satisfaction, commitment, and motivation. International Journal of Coaching Science, 1 (1), pp. 37-58.
[6]	Boehm, J. K. and Lyubomirsky, S., (2008). Does happiness promote career success? Journal of career assessment, 16 (1), pp. 101-116.
[7]	Bhatti, M. I., Awan, H. M., & Razaq, Z. (2013). The key performance indicators (KPIs) and their impact on overall organizational performance. Qualitative Quantitative, 48, 3127-3143. Doi: 10.1007/s11135-013-9945-y.
[8]	Bhattacharya, D. K. (2011). Performance management systems and strategies. New Delhi: Pearson Education India.
[9]	Brenya, R., Weijun, C., & Kipkemboi, R. B. (2018). Factors Affecting Academic Staff and Their Impact on The University: A Case Study of Nuist, 7 (February), 71–82.
[10]	Bustamam, F. L., S. S. Teng and F. Z. Abdullah, 2014. Reward management and job satisfaction amoung frontline employees in hotel industry in Malaysia. Social. Behav. Sci. 144: 392- 402.
[11]	Benderoff Eric, "Microsoft Takes on Career Builder Stake," Chicago Tribune, May 10, 2007, sec. 3.
[12]	Barber A. E., Recruiting Employees (Thousand Oaks, CA: Sage, 1998).
[13]	Cohen E., Taylor S., Muller-Camen M. HRM’s Role in Corporate Social and Environmental Sustainability. Volume 1. SHRM Foundation; Alexandria, VA, USA: 2012. pp. 1–16.
[14]	Chow, I. H. S., & Liu, S. S. (2009). The effect of aligning organizational culture and business strategy with HR systems on firm performance in Chinese enterprises. The International Journal of Human Resource Management, 20 (11), 2292-2310.
[15]	Carrell Michael, Elbert Norbert, and Hatfield Robert: Human resource Management: Global Strategies for Managing a Diverse Workforce, 5^th ed., prentice Hall, Englewood Cliffs, New Jersey, USA (1995).
[16]	Colven G., "How to Manage Your Business in A Recession" Fortune, January 19, 2009; M.
[17]	Center for the Education of Women, 2010. Finding a balance between freedom and job security: Contingent faculty's experiences working off the tenure track. May 12, 2010. Education Portal.
[18]	Dessler Gary: Human Resource Management, 11th edition, (Person Prentice Hall. New Jersey. 2008).
[19]	Derven, M. (2010). The paradox of performance appraisal. Personnel Journal 69 (2), 12-17.
[20]	Deeprose, D. (1994). How to recognize and reward employees. New York: AMACOM.
[21]	Dewhurst, M., Guthridge, M. and Mohr, E., 2009. Motivating people: Getting beyond money. McKinsey Quarterly, 1 (4), pp. 12-15.
[22]	Ehnert I., Parsa S., Roper I., Wagner M., Muller-Camen M. Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world’s largest companies. Int. J. Hum. Resour. Manag. 2016; 27: 88–108.
[23]	Ehnert, I., & Harry, W. (2012). Recent developments and future prospects on sustainable human resource management: Introduction to the special issue. Management Revue, 23, 221–238.
[24]	Fareed E, abidan Z, shahzad F, ameen U, lodhi N R, 2013, “The Impact of Rewards on Employee’s Job Performance and Job Satisfaction,” management and administrative science, (2), 5, 431-442.
[25]	Flynn, G. (1998). Is your recognition program understood? Workforce, 77 (7), 30-35.
[26]	Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, 8 (3), 263-276.
[27]	Gupta, C. B. (2011), Human Resource Management, Sultan Chand & Sons.
[28]	Harris, N. J.; Kilsha Toulson, P.; Livingston, E. M. New Zealand personnel consultants and the selection process. Asia Pac. J. Hum. Resour. 1996, 34, 71–87.
[29]	Ibrahim, I. I. and A. Borerhaneoddin, 2010. Is job satisfaction mediating the relationship between compensation structure and organizational commitment? A study in the Malaysian power utility. J. Global Bus. Econ., 1: 43-61.
[30]	James, G., 2012. How to achieve true job security.
[31]	Johnson, E. K. The practice of human resource management in New Zealand: strategic and best practice? Asia Pac. J. Hum. Resour. 2000, 38, 69–83.
[32]	Khan, M. S., I. Khan, G. M. Kundi, S. Khan, A. Nawaz, F. Khan and N. B. Yar, 2014. The impact of job satisfaction and organiational commitment on the intention to leave among the academicians. Int. J. Acad. Res. Bus. Social Sci., 4: 114-131.
[33]	KPMG, 2010. April 2010: Recent study reveals job security more important than pay and benefits for university students.
[34]	Kramar, R. Beyond strategic human resource management: is sustainable human resource management the next approach? Int. J. Hum. Resour. Manag. 2014, 25, 1069–1089.
[35]	Kepha, O.; Mukulu, E.; Waititu, G. The influence of recruitment and selection on the performance of employees in research institutes in Kenya. Int. J. Sci. Res. 2014, 3, 358.
[36]	Lawler, E. E. (2003). Treat people right. San Francisco: Jossey-Bass Inc. McGraw-Hill Irwin.
[37]	Markovic, N. (2010). Business performance measurement and information evolution model. Paper presented at the 2010 proceedings of the European Conference on Information Management.
[38]	Marsor, R. (2011). Influence of prior acquaintance with the ratee on rater accuracy and halo. The Journal of Management Development 26 (8), 790.
[39]	Mullins, L. (2009). Management and organizational behaviour (5th ed.). New Jersey, NJ: Prentice Hall.
[40]	Mabaso C. M. and Dlamini B. I., 2017. Impact of compensation and benefits on job satisfaction. Res. J. Business Manage. 11: 80-90.
[41]	Noe Raymond, Hollenbeck John, Gerhart, Barry, and Wright Patrick: Human Resource Management, 4th Ed. McGraw-Hill, Irwin, New York. (2011).

Cite This Article

Plain Text BibTeX RIS

APA Style

Muhammad Hassaan, Shumaila Bibi. (2023). Impact of Sustainable Human Resource Management Practices on Employees Professional Development. Journal of Human Resource Management, 11(2), 57-65. https://doi.org/10.11648/j.jhrm.20231102.13

Copy | Download

ACS Style

Muhammad Hassaan; Shumaila Bibi. Impact of Sustainable Human Resource Management Practices on Employees Professional Development. J. Hum. Resour. Manag. 2023, 11(2), 57-65. doi: 10.11648/j.jhrm.20231102.13

Copy | Download

AMA Style

Muhammad Hassaan, Shumaila Bibi. Impact of Sustainable Human Resource Management Practices on Employees Professional Development. J Hum Resour Manag. 2023;11(2):57-65. doi: 10.11648/j.jhrm.20231102.13

Copy | Download

@article{10.11648/j.jhrm.20231102.13,
  author = {Muhammad Hassaan and Shumaila Bibi},
  title = {Impact of Sustainable Human Resource Management Practices on Employees Professional Development},
  journal = {Journal of Human Resource Management},
  volume = {11},
  number = {2},
  pages = {57-65},
  doi = {10.11648/j.jhrm.20231102.13},
  url = {https://doi.org/10.11648/j.jhrm.20231102.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20231102.13},
  abstract = {Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Resource Practices that have an influence on professional development toward individual performance. These practices have a constructive impact on the increase of employee satisfaction, professional development and it mean that it has desirable performance to achieve while performing a task, duty and share knowledge about professional line. We inspect the following Human Resources Practices: (1) security; (2) recruitment and selection; (3) compensation package/policy; (4) promotion; (5) Performance management; (6) rewards and these SHRM practices involve in providing opportunities for learning and to develop their professional life. The result of this study will provide overall support for Human resource practices. The results show that employing sustainable HRM practices like job security and compensation has a good and positive impact on employees' professional growth and allow employees to advance their professional careers. This study reveals a serial relay mechanism by which sustainable HRM practices boost employee performance and employee professional life development, with its theoretical and practical consequences.},
 year = {2023}
}

Copy | Download

TY  - JOUR
T1  - Impact of Sustainable Human Resource Management Practices on Employees Professional Development
AU  - Muhammad Hassaan
AU  - Shumaila Bibi
Y1  - 2023/06/20
PY  - 2023
N1  - https://doi.org/10.11648/j.jhrm.20231102.13
DO  - 10.11648/j.jhrm.20231102.13
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 57
EP  - 65
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20231102.13
AB  - Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Resource Practices that have an influence on professional development toward individual performance. These practices have a constructive impact on the increase of employee satisfaction, professional development and it mean that it has desirable performance to achieve while performing a task, duty and share knowledge about professional line. We inspect the following Human Resources Practices: (1) security; (2) recruitment and selection; (3) compensation package/policy; (4) promotion; (5) Performance management; (6) rewards and these SHRM practices involve in providing opportunities for learning and to develop their professional life. The result of this study will provide overall support for Human resource practices. The results show that employing sustainable HRM practices like job security and compensation has a good and positive impact on employees' professional growth and allow employees to advance their professional careers. This study reveals a serial relay mechanism by which sustainable HRM practices boost employee performance and employee professional life development, with its theoretical and practical consequences.
VL  - 11
IS  - 2
ER  -

Copy | Download

Author Information

Muhammad Hassaan

Department of Business Administration, University of Education Lahore, Lahore, Pakistan
Shumaila Bibi

Department of Education, University of Education Lahore, Lahore, Pakistan

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Muhammad Hassaan, Shumaila Bibi. (2023). Impact of Sustainable Human Resource Management Practices on Employees Professional Development. Journal of Human Resource Management, 11(2), 57-65. https://doi.org/10.11648/j.jhrm.20231102.13

Copy | Download

ACS Style

Muhammad Hassaan; Shumaila Bibi. Impact of Sustainable Human Resource Management Practices on Employees Professional Development. J. Hum. Resour. Manag. 2023, 11(2), 57-65. doi: 10.11648/j.jhrm.20231102.13

Copy | Download

AMA Style

Muhammad Hassaan, Shumaila Bibi. Impact of Sustainable Human Resource Management Practices on Employees Professional Development. J Hum Resour Manag. 2023;11(2):57-65. doi: 10.11648/j.jhrm.20231102.13

Copy | Download

@article{10.11648/j.jhrm.20231102.13,
  author = {Muhammad Hassaan and Shumaila Bibi},
  title = {Impact of Sustainable Human Resource Management Practices on Employees Professional Development},
  journal = {Journal of Human Resource Management},
  volume = {11},
  number = {2},
  pages = {57-65},
  doi = {10.11648/j.jhrm.20231102.13},
  url = {https://doi.org/10.11648/j.jhrm.20231102.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20231102.13},
  abstract = {Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Resource Practices that have an influence on professional development toward individual performance. These practices have a constructive impact on the increase of employee satisfaction, professional development and it mean that it has desirable performance to achieve while performing a task, duty and share knowledge about professional line. We inspect the following Human Resources Practices: (1) security; (2) recruitment and selection; (3) compensation package/policy; (4) promotion; (5) Performance management; (6) rewards and these SHRM practices involve in providing opportunities for learning and to develop their professional life. The result of this study will provide overall support for Human resource practices. The results show that employing sustainable HRM practices like job security and compensation has a good and positive impact on employees' professional growth and allow employees to advance their professional careers. This study reveals a serial relay mechanism by which sustainable HRM practices boost employee performance and employee professional life development, with its theoretical and practical consequences.},
 year = {2023}
}

Copy | Download

TY  - JOUR
T1  - Impact of Sustainable Human Resource Management Practices on Employees Professional Development
AU  - Muhammad Hassaan
AU  - Shumaila Bibi
Y1  - 2023/06/20
PY  - 2023
N1  - https://doi.org/10.11648/j.jhrm.20231102.13
DO  - 10.11648/j.jhrm.20231102.13
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 57
EP  - 65
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20231102.13
AB  - Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Resource Practices that have an influence on professional development toward individual performance. These practices have a constructive impact on the increase of employee satisfaction, professional development and it mean that it has desirable performance to achieve while performing a task, duty and share knowledge about professional line. We inspect the following Human Resources Practices: (1) security; (2) recruitment and selection; (3) compensation package/policy; (4) promotion; (5) Performance management; (6) rewards and these SHRM practices involve in providing opportunities for learning and to develop their professional life. The result of this study will provide overall support for Human resource practices. The results show that employing sustainable HRM practices like job security and compensation has a good and positive impact on employees' professional growth and allow employees to advance their professional careers. This study reveals a serial relay mechanism by which sustainable HRM practices boost employee performance and employee professional life development, with its theoretical and practical consequences.
VL  - 11
IS  - 2
ER  -

Copy | Download