Human resources staffing process and its impact on job involvement: Irbid District Electricity Company as a case study
-
DOIhttp://dx.doi.org/10.21511/ppm.17(2).2019.19
-
Article InfoVolume 17 2019, Issue #2, pp. 254-266
- Cited by
- 2675 Views
-
425 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The study aimed to identify the level of practicing the human resources staffing process and the level of the employees’ job involvement in the Irbid District Electricity Company in Jordan; it also aimed to examine the impact of human resources staffing process on the employees’ job involvement. The study adopted the descriptive, analytical method, since it determines the characteristics of the phenomenon, describes its nature accurately and then determines the quality of the relationship between its variables. The study population included all the individuals in the senior and middle administrative levels by 100 individuals. To achieve the objectives of the study, the researchers prepared a questionnaire to examine the study variables. One hundred questionnaires were distributed to each manager, deputy manager, and department head in the Irbid District Electricity Company out of which the researchers retrieved 97 questionnaires valid for analysis. In order to analyze the data collected, the study relies on the Statistical Package for Social Sciences (SPSS) where the descriptive statistics for all the fields of the study were estimated. The correlation matrix was also used to determine the relationship between variables. Furthermore, multiple regressions were used to determine the impact of the independent variable on the dependent variable. The findings showed that the level of practicing the human resources staffing process and the employees’ job involvement at Irbid District Electricity Company (IDECO) was moderate. The findings of the study showed that the process of human resources staffing was positively associated with the job involvement where the Pearson coefficient was r= .851 and at level of significance of 0.00. The research data have also indicated that the human resources staffing process had a positive impact on the employees’ job involvement. The study recommended that the procedures of staffing in all organizations should focus on achieving the fit between the employee and his job through focusing on choosing employees whose knowledge, skills and abilities correspond to the requirements of vacant jobs and also through implementing different tests and selection interviews, which help choose the person whose traits fit the job requirements. The study has also indicated that the recommended organizations should also pay attention to the job design process where the focus is on designing jobs in a way that creates a challenge, and enables employees feel independence and joy during the job; in this method, the employee can be more involved and can work in an effective way.
- Keywords
-
JEL Classification (Paper profile tab)M12, D23
-
References88
-
Tables4
-
Figures0
-
- Table 1. Human resources staffing process
- Table 2. Employees’ Job Involvement
- Table 3. Correlation matrix
- Table 4. Regression analysis
-
- Abdallah, A., Obeidat, B., & Aqqad, N. (2017). An integrated model of job involvement, job satisfaction and organizational commitment: A structural analysis in Jordan’s banking sector. Communications and Network, 9(01), 28-53.
- Abraham, C. (2005). Exploring determinants of job involvement: An empirical test among senior executives. International Journal of Manpower, 26(5), 457-473.
- Abutayeh, B., & Al-Qatawneh, M. (2012). The effect of human resource management practices on job involvement in selected private companies in Jordan. Canadian Social Science, 8(2), 50-57.
- Agusramadani, & Amalia, L. (2018). The influence of job involvement and job satisfaction toward employee turnover intention (Case in Indonesia Broadcasting). Journal of Business and Management, 20(5), 11-18.
- Al-Abadi, H., & Al-Jaf, W. (2012). Strategies of promoting the job involvement and its impact on achieving a high-performance level for business organizations: An exploratory study of a sample of employees in the Iraqi banking sector in Erbil.
- Al-Assaf, F. (2016). The impact of implementing human resource management strategies on job performance: A case study on Amman Civil Airport. Master thesis, Amman Arab University, Jordan.
- AL-Badareen, R., & Al-Ghazzawi, H. (2018). Diversity training and its impact on the employees’ organizational commitment: job satisfaction as a moderating variable in the Classic Fashion Apparel Industry company. International Journal of Business and Management, 13(10), 116-128.
- Al-Bataineh, M., & Al-Mashakbeh, Z. (2010). Knowledge management between theory and practice. Jordan: Jalis Al-Zaman House of Publishing.
- Al-Farra M., & Al-Za’nun, M. (2008). The reality of the selection and appointment policies in administrative jobs in the Palestinian National Authority ministries in the Gaza Strip. IUG Journal Humanities Research, 16(2), 693-743.
- Al-Hiti, K. (2016). Human resources management: strategic approach. Wa’il House for Publishing and Distribution, Jordan.
- Al-Rasheed, S. (2004). Towards a building of systematic framework for creativity and excellence of business in Arab organizations, the proceedings of the Fifth annual Arab conference in the Administration. King Faisal University, Saudi Arabia.
- Al-Saedi, M., & Akar, Z. (2010). The role of functional engagement in high performance analytical survey study in the Faculty of Management and Economics/University of Karbala.
- Al-Salem, M., & Al-Salih, A. (2006). Human resources management: strategic approach. Modern Book House, Jordan.
- Al-Salloum, T., & Al-Adailleh, A. (2013). Impact of the perception of organizational support on the organizational citizenship behavior among faculty members at King Saud University in Saudi Arabia: Field Study. Journal of Administrative Sciences, 25(1).
- Al-Salmi, A. (2008). Human resources management. Gharib House for printing and publishing, Egypt.
- Al-Shurman, M. (2015). Job analysis and its’ impact in achieving the effectiveness of the staffing process at King Abdullah University Hospital. Master thesis, Jadara University, Jordan.
- Aminuddin, A., & Yaacob, M. (2011). The effects of recruitment and promotion practices on employees’ job satisfaction in the local governments. Voice of Academia, 6(1), 11-22.
- Anand, V., Shanthanlakshmi, M., Srinivasan, G., Arunkumar, V., Icewarya, G., Nandhu, S., & Kamatchi, S. (2018). A study on effectiveness of recruitment organizational support in ITeS. International Journal of Pure and Applied Mathematics, 119(7), 2755-2764.
- Anosh, M., Hamad, N., & Batool, A. (2014). Impact of Recruitment and selection of HR Department Practices. European Journal of Business and Management, 6(31), 200-205.
- Barnoty, S. (2007). Human resources management. Wa’il House for Publishing and Distribution, Jordan.
- Baruch, Y., Grimland, S., & Vigoda-Gadot, E. (2014). Professional vitality and career success: Mediation, age and outcomes. European Management Journal, 32(3), 518-527.
- Biswas, S., & Bhatnagar, J. (2013). Mediator analysis of employee engagement: Role of perceived organizational support, P-O Fit, Organizational Commitment and Job Satisfaction. The Journal for Decision Makers, 38(1), 27-40.
- Boon, C., Belschak, F., Den Hartog, D., & Pijnenburg, M. (2014). Perceived human resource management practices: Their effect on employee absenteeism and time allocation at work. Journal of Personnel Psychology, 13(1), 21-33.
- Bowen, D., Ledford, G., & Nathan, B. (1991). Hiring for the organization, not the job. Academy of Management Executives, 5(4), 35-51.
- Bretz, R., & Judge, T. (1994). Person–Organization fit and the theory of work adjustment: Implications for satisfaction, tenure and career success. Journal of Vocational Behavior, 44(1), 32-54.
- Cable, D., & DeRue, D. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884.
- Chatman, J. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administration Science Quarterly, 36(3), 459-484.
- Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.
- Cole, G. (2002). Personnel and human resources management. Educational Low-Priced Sponsored Texts with Continuum, London.
- DeCenzo, D. A., & Robbins, S. P. (2003). Personnel/Human Resources Management. New Delhi: Prentice Hall of.
- DeCenzo, D. A., & Robbins, S. P. (2003). Personnel/human resources management. New Delhi: Prentice Hall of India Private Ltd.
- Dessler, G. (2014). Fundamental of human resource management. Pearson Education, New York.
- Durra, A., & Al-Sabbagh, Z. (2008). Human resources management in the 21st century. Wa’il House for Publishing and Distribution, Jordan.
- Ekwoaba, J., Ikeije, U., & Ufoma, N. (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management, 3(2), 22-33.
- Flippo, E. (1984). Personnel management. McGraw-Hill Books, New York.
- Florea, N., & Mihai, D. (2014). Analyzing the influence of IE factors on recruitment and selection performance using KALMAN filter. Journal of Science and Arts, 4(29), 299-320.
- Gamage, A. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.
- Gupta, M., & Shaheen, M. (2017). Impact of work engagement on turnover intention: moderation by psychological capital in India. Business: Theory and Practice, 18(1), 136-143.
- Hmoud, K., & Al-Khrisha, Y. (2015). Human resources management. Al-Massira House for Publishing and Distribution, Jordan.
- Hoffman, B., & Woehr, D. (2006). A quantitative review of the relationship between person-organization fit and behavioral outcomes. Journal of Vocational Behavior, 68(3), 389-399.
- Hollenbeck, J. (1989). Control theory and the perception of work environments: The effects of focus of attention on affective and behavioral reactions to work. Organizational Behavior and Human Decision Process, 43(3), 406-430.
- Jarghon, E. (2009). The reality of the selection and appointment policy in the administrative jobs in the Ministry of Education and Higher Education in Gaza and its impact on the organizational loyalty. Master thesis, the Islamic University, Gaza, Palestine.
- Judeh, M. (2015). Human resources management: strategic approach. Wa’il House for Publishing and Distribution, Jordan.
- Judge, T., & Ferris, G. (1992). The elusive criterion of fit in human resource staffing decisions. Human Resources Planning, 15(4), 47-67.
- Kanungo, R. (1979). The concepts of alienation and involvement revisited. Psychological Bulletin, 86(1), 119-138.
- Khan, K., & Nemati, A. (2011). Impact of job involvement on employee’s satisfaction: A study based doctors working at Riphah International University Teaching Hospitals in Pakistan. African Journal of Business Management, 5(6), 2241-2246.
- Khan, T., Jam, F., Akbar, A., Khan, M., & Hijazi, S. (2011). Job involvement as predictor of employee commitment: Evidence from Pakistan. International Journal of Business and Management, 6(4), 252-262.
- Kim, T., Aryee, S., Loi, R., & Kim, S. (2013). Person-Organization fit and employee work outcomes: test of social exchange model. The International Journal of Human Resource Management, 24(19), 3719-3737.
- Kirstof-Brown, A. L., Zimmerman, R., & Johnson, E. (2005). Consequences of individuals’ fit at work: A meta-analysis of person-job person-organization, person-group and person-supervisor fit. Personnel Psychology, 58(2), 281-342.
- Kular, S., Gatenby, M., Rees, Ch., & Soane, E. (2008). Employee engagement: A literature review (Kingston University, working paper series No. 19).
- Lavelle, J., Rupp, D., & Brockner, J. (2007). Taking a multifoci approach to the study of justice, social exchange, and citizenship behavior: The target similarity model. Journal of Management, 33, 841-866.
- Liao, C. H., & Lee, C. H. (2009). An empirical study of employee job involvement and personality traits: The case of Taiwan. Journal of Economics and Management, 3(1), 22-36.
- Madi, A. (2014). Impact of organizational support on developing the job involvement among employees in the UNRWA’s Gaza regional office. Master thesis, the Islamic University, Gaza, Palestine.
- Mbugua, G., Waiganjo, E., & Njeru, A. (2015). Relationship between Strategic Recruitment and Employee Retention in Commercial Banks in Kenya. International Journal of Business Administration, 6(1), 87-97.
- Memon, M., Salleh, R., & Baharom, M. N. (2015). Linking person-job fit, person-organization fit, employee engagement and turnover intention: A three-step conceptual model. Asian Social Science, 11(2), 313-320.
- Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates and consequences. Journal of Vocational Behavior, 61(1), 20-52.
- Mgedezi, S., Toga, R., & Mjoli, T. (2014) Intrinsic motivation and job involvement on employee retention: Case study – a selection of Eastern Cape Government Departments. Mediterranean Journal of Social Sciences, 5(20), 2119-2126.
- Morrison, E. W. (1996). Organizational citizenship behavior as a critical link between HRM practices and service quality. Human Resource Management, 35(4), 493-512.
- Nadim, Z. (2008). Impact of selection and appointment process on reducing the job turnover: Case study at the Iraqi Middle East investment bank. Baghdad, Mansour University College.
- Najadat, M. (2014). Human resources planning and its impact in achieving the effectiveness of staffing process at King Abdullah University Hospital. Master thesis, Jadara University, Jordan.
- Nasurdin, A., Ahmad, N., & Tan, C. H. (2016). The role of staffing and orientation practices in predicting service-oriented organizational citizenship behavior. Asian Academy of Management Journal, 21(2), 27-51.
- Nwibere, B. (2014). Interactive relationship between job involvement, job satisfaction, organizational citizenship behavior, and organizational commitment in Nigerian Universities. International Journal of Management and Sustainability, 3(6), 321-340.
- Ojochide, M., Charity, E., & Cletus, O. (2017). Personnel selection and person-organization, job-fit, implication for employees’ performance in Nigeria. International Journal of scientific Research and Management, 5(11), 7361-7369.
- Op den Kamp, E., Tims, M., Bakker, A., & Demerouti, E. (2018). Proactive vitality management in the work context: Development and validation of a new instrument. European Journal of Work and Organizational Psychology, 27(4), 493-505.
- Organ, D. W (1998). Organizational citizenship behavior: The good soldier syndrome. Lexington, USA.
- Pangemanan, M. (2015). The impact of staffing, training and development, performance management on organizational commitment AT PT. BTN (PERSERO) TBK. MANADO. Journal emba, 3(1), 173-182.
- Parsa, H., Tesone, D., & Templeton, A. (2009). All employees are not created equal: An alternative method of assessing employee turnover. Journal of Foodservice Business Research, 12, 317-330.
- Porter, M. (2008). On Competition, updated and expanded edition. Boston Harvard Business School Publishing, Boston.
- Rao, P., & Rao, V. (1990). Personnel/human resources management: Text, cases and games. Komark, Delhi.
- Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
- Rizwan, M., Khan, D., & Saboor, S. (2011). Relationship of job involvement with employee performance: Moderating role of attitude. European Journal of Business and Management, 3(8), 77-85.
- Rynes, S., & Gerhart, B. (1990). Interviewer assessments of applicant “fit”: An exploratory investigation. Personnel Psychology, 43(1), 13-35.
- Salman, A. (2004). Impact of job pressures on organizational affiliation, implementation on the Ain Shams University Hospitals. Master thesis, Ain Shams University, Egypt.
- Schneider, B. (1987). The people make the place. Personnel psychology, 40(3), 437-453.
- Sekaran, U., & Bougie, R. (2010). Research methods for business: A skill-building approach. Haddington: John Wiley & Sons.
- Sekiguchi, T. (2007). A contingency perspective of the important of PJ fit and PO fit in employee selection. Journal of Managerial psychology, 22(2), 118-131.
- Settoon, R., Bennett, N., & Liden, R. (1996). Social exchange in organizations: Perceived organizational support, leader – member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219-227.
- Shahri, M. (2010). Organizational citizenship behavior, relation and impact on directing Jordanian telecom companies towards performance from the perspective of employees. Master thesis, Yarmouk University, Jordan.
- Shore, L., Tetrick, L., Lynch, P., & Barksdale, K. (2006). Social and economic exchange: Construct development and validation. Journal of Applied Social Psychology, 36(4), 837-867.
- Singh, A., & Gupta, B. (2015). Job involvement, organizational commitment, professional commitment, and team commitment. Benchmarking an International Journal, 22(6), 1192-1211.
- Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behavior, and performance: A multi-level analysis. Journal of Management Studies, 47(7), 1219-1247.
- Sule, O., & Elizabeth, U. (2013). Impact of personal recruitment on organizational development: A survey of selected Nigerian workplace. International Journal of Business Administration, 4(2), 79-103.
- Sweem, S. (2009). Leveraging employee engagement through a talent management strategy: Optimizing human capital through human resources and organization development strategy in a field study. Doctoral Dissertation, Benedictine University, Lisle, USA.
- Tummers, L., Steijn, B., Nevicka, B., & Heerema, M. (2016). The effects of leadership and job autonomy on vitality: Survey and experimental evidence. Review of Public Personnel Administration, 1-23.
- Uygur, A., & Kilic, G. (2009). A study into organizational commitment and job involvement: An application towards the personnel in the central organization for ministry of health in Turkey. Ozean Journal of Applied Sciences, 2(1), 113-125.
- Wayne, S., Shore, L., & Liden, R. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111.
- Werang, B., & Agung, A. (2017). Teachers’ job satisfaction, organizational commitment, and performance in Indonesia: A study from Merauke District, Papua. International Journal of Development and Sustainability, 6(8), 700-711.
- Wilson, J. (2005). Human resource development: Learning & training for individuals & organizations. Kogan Page, London.