An Empirical Study of Human Resource Management Practices and Organizational Performance in Intergovernmental Organization

Yousif El-Ghalayini¹

¹School of Business, Australian College of Kuwait

Abstract

The literature on the relationship between human resources management (HRM) and organizational performance has focused on private sector organizations and there has been very limited research on international governmental organizations (IGOs). This article focuses on the relatively understudied international governmental organization. On the basis of a large organization-wide survey, this study examines the effects of HRM practices on worker attitudes by reporting the results of a staff survey and follow-up interviews conducted on a cross-section of one of the largest IGOs. The organization has a quasi-governmental role, delivering essential public services including education, healthcare, social services, and emergency aid. The empirical evidence has shown that the effects of specific HRM practices, such as training and development, outperform other practices, such as staffing and recruitment. The results also indicated that HRM practices have synergistic and complementary effects on each of the employee attitudes that exceed their individual effects. The paper concludes that although there are significant positive effects of some bundles of HRM practice and worker attitudinal outcomes, there are other factors that may positively or negatively moderates the effectiveness of these practices, raising thus the question of reverse causality.

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Cite this Article as Follows

Yousif El-Ghalayini. An Empirical Study of Human Resource Management Practices and Organizational Performance in Intergovernmental Organization. International Conference on Social Science and Public Affairs (2017): 16. Print.