Introduction

The Impact of Hr Practices on Employee performance with Mediating Role of Organizational

Commitment, Evidence from Pakistan.
Mohammad Ali Jinnah University Islamabad Pakistan
Research play significant role in last two decade to explore the relationship in HR Practices,
Organizational commitment and employee performance, this is the basic phenomenon in order to
attain the competitive advantage otherwise worthless, different people use different techniques in
order to elaborate this phenomenon . For example Employee involvement is the basic stimuli in
order to employee emotional attachment, and performance (Jeffrey & Arthur, 1994) HR policies
and practices are related to employee job satisfaction and outcomes, it comprise employee
effectiveness, performance awareness, outcomes and also related with employee behavior
(Anthea, Zacharatos, Sandy, Hershcovis, & Barling, 2005) Some discussed this phenomenon as;
HR practices can act as carriers in order to attain the best interest of the organization (Souviron,
2005) HR role impact on employee performance due to change in role and services (Lynette &
Harris, 2007) HR practices can act as carriers to employee emotional attachment, consequently
employee performance (Marie & Souviron, 2008)Innovative HR practices closely related with
employee as well as organizational performance (Connie Zheng2008) There is a direct link of
HR practices organizational commitment and employee performance because performance is the
function of ability, motivation, and opportunity. (Gary Dessler 2008, pg 210) Human Resource
policies and practices are important phenomenon for finding difference in performance and
turnover. (Jefereyb & Arthur, 1994) Employee emotional attachment mediate the Relationship
between HR practices and HRM outcomes (Marescaux & Winne, 2013) performance
management practices and employee emotional attachment are essential for achievement of
managed performance(Kagaari, 2007) Person and organizational focus outcomes are linked with
HR practices (Zacharatos, Hershcovis, Turner & Barling, 2005) There is a relationship of HR
practices organizational commitment and employee and organizatioanal performance (nchez,Jose
& Carnicer, 2007)and commitment is the basic phenomenon toward employee
performance.while organizational commitment refers to an individuals emotional attachment to
and involvement in an employing organization. (Cle &Bruch, 2006) effective organizational
commitment can be attain byprosocial sensemaking process (Dutton &Rosso, 2008) Research
also shows the relationship of HR practices and organizational commitment with different angels
and thoughts, e.g.Affective commitment which in turn positively predicted allocation of rewards
and negatively predictedNon-contingent punishments. (Shore, & Bommer , 2008) Employee
relation enhance the organizational commitment consequently employee performance, e.g. Union
relation enhance the HPWS and in result a positive impact on organizational commitment and
employee performance (Gill, 2012) Organizational commitment acts as mediating role in order
to accomplishing individual goals.(Wiener, 1982) Organizational commitment was positively
related to turnover. (Hartman, 1984) Organizational and supervisory commitment has unique
association with job satisfaction and turnover. (Cheng, Jiang & Riley, 2003) some researcher
associate organizational commitment with career management and found positive impact on job
performance. (Guest, 2005) There are so many cause relationship including motivation
supervisory influence and organizational commitment with work satisfaction.(Stumpf, 1984)
organizational commitment and is associated with behaviors at work ( Sturges, Conway, Guest &
Ooghe, 2005) Organizational commitment is the consequence of organizational socialization
tactics, eg orientation, acknowledgement etc. (Filstad, 2011) there is a positive relationship
between emotional intelligence, job satisfaction and organizational commitment
(Anari, 2011) Attitudinal benefits are the results of HR practices as part of commitment focused
strategy. (Fontinha, 2012) Performance reward link and employee wellbeing are positively
related with employee outcomes (Baptiste, 2007)
Literature explain the relationship of the HR practices for example; HR policies and practices
are related to employee job satisfaction and outcomes, it comprise employee effectiveness,
performance awareness, outcomes and also related with employee behavior (Anthea et al., 2005)
and Organizational and supervisory commitment has unique association with job satisfaction
and turnover.( Cheng, Jiang & Riley, 2003) and employee performance e.g. HR role impact on
employee performance due to change in role and services (Lynette & Harris, 2007) and different
other literature suggestion as discussed above shows that there is a relationship in these three
phenomenon HR practice (recruitment and selection, training and development and
compensation management) on employee performance with mediating role of organizational
commitment. But no anyone have discussed the phenomenon of these three variables with this
sequence and dimensions of these three variable just like impact of HR practice (recruitment
and selection, training and development and compensation) on employee performance with
mediating role of organizational commitment.
For the purpose of attaining competitive advantage e.g. Internal and external network building
HR practice impact on organizational competitive advantage. (Christopher & Collins.2003) it is
necessary to fill this discrepancy for attaining competitive advantage by finding a relationship
between HR practice (recruitment and selection, training and development and compensation
management) organizational commitment(employee emotional attachment with organizatioan)
and employee performance especially in developing countries like Pakistan,
Literature shows that It is very hard to make it rare and imitable, competitive advantage based on
effective management of people,( Barney, 1991)and Internal and external network building
HR practice impact on organizational competitive advantage. (Christopher & Cllins, 2003)so in
order to attain competitive advantage it is very important to exercise the relationship of HR
practice, organizational commitment and employee performance. So company can control its
destiny as well as compny can find competitive advantage that may be difficult to remove by
competitors imidiatly. Consequently company can stay in control for long time.