Review the Role of the Transparency
Commitment of Human Resource Practices in
the Employee's Satisfaction in Banking Sector
Bassam Mohsin Mozael
1, Dr. Norsamsinarbinti Samsudin
1alnoady1976@yahoo .co m 2norsamsinar@fpe .ups i.edu .my
Abstract— The se rvi ces in the bank s a re performed by the e mplo yee s, and the se service s should be conducted a ffe ctiv ely . The Ba nk should assu re t he e mploy ees satisfaction in o rd e r to enha nce the emp loye es' engag e ment lev el and motivat e the e mplo yee s to do th eir be st in the work ing envi ron ment . The econ o mic bene fi ts o f hu man re source pra ctice s ( such a s p ro motion s and rewa rds) play i mpo rtant role in moti vate th e e mploy ee s in the wo rk ing envi ron me nt throu gh sati sfy th ei r ext rin sic ne eds. The main challeng e o f HRP mana ge ment is th e e mplo yee s' t ru st o f lea ders to ward t hese practic es i n the organi zation . Thi s pape r ai ms to re view s the ro le o f HRP manag es in the e mplo yee s' satisfaction i n the bank . Th e re view o f lite ratu re i s condu cted to address the ma in ai m o f thi s pap er. The pap er re sult indicate s that in o rde r to enhanc e the lev el o f e mplo yee s' sati sfacti on and work ing e ngage men t, t he leaders should p rovide e ffe ctive econo mi c bene fits o f HRP, th e HRP polic ies should t ran sparent and clear fo r the e mplo yee s, and th e l eade rs mu st hone st i n app ly the HRP polici es as real act ions in work ing envi ron ment . A concept ual model i s sugge st ed t o fill the research g ap, and th e cont ribution o f the sugg est ed model i s the p re sentation o f various di mensi ons o f HRP manag e ment in th e cont ext o f employees' satisfaction.
Keywo rd s— e co nomic HRP; t ranspa re nt polic es; lead er c ommit me nt ; e mplo yee s' sat isfact i on; wo rki ng engagement.
I. INTRODUCTION
Ban king industry is one o f the most boo ming indust ries in count ries. Ban king secto r o f any count ry pla ys ve ry impo rtant ro le and he lp to in c rease the econo my g ro wth o f an y count ry . Basica lly , b an k is an inst itut io n wh ich has de a l with cash a nd inst ru ment re lated cash . Ban ks a re a lways g iv ing fac ilit at ion like len d ing , d istribut ion an d consu mpt ion o f we a lth (Ah mad et a l., 2015). He nce , th e se rv ices perfo rmanc e in th e ban ks shou ld b e impro ved cont inua lly . The e ffect iveness o f pe rfo rm th e se rv ices by th e e mp loyees is the succ ess key o f se rv ices perfo rmanc e , wh ich c la rify th e impo rtan ce o f employees' satisfactions in the banks.
The emp loyee satisfaction is a p leasu rab le o r posit ive e mot io na l state result ing fro m the co mfo rtab le in job env iron men t (Chugha t i&Perveen , 2013). Wh en t he institu t ion me ets job e xp ectat ions, the ind iv idua l e xp e rienc e posit ive fee lings , so , these posit ive e mot ions ind icat e job sat isfact ion (Green , 2000). Th e e mp loyees who hav e posit ive att it ude towards the co mpany , co -wo rke rs, and the job a re
able to p e rfo rm the ir jobs t asks e ffect ive ly more t han the e mp loye es o f lo w sat is fa ct ion lev e l ( Sypn ie ws ka , 2014). Thus, t he e mp loy ees ' sat isfact ion is imp ort ant fac to r to enh ance the job p e rfo rman ce in the organizations .
If the e mp loye es have negat ive and unp leasant fee lings in wo rk, the ir att itudes to the work a re defin ed as d issat isfa ct ion (Zhu, 2012). In th is c onte xt , job sat is fa ct ion is th at ho w muc h the e mp loye es like or d islike the ir wo rk and the e xt ent ho w mu ch the ir e xp ect at ions conc e rn ing wo rk a re fu lfilled . Ac co rd ing to Wrig ht and Kim (2004), Job sat is fact io n rep resents an int e ract ion bet we en worke rs an d wo rk e nv iron ment and b et we en what th ey want fro m the ir jobs, what they pe rc e ive and rece iv e . Th us, th e sat is fact ion le ve l of the emp loy ees is d ifferen t acco rd ing to ind iv iduals ’ cases and situations.
e mph asizes the impo rtan ce o f the hu man aspec t of the organ izat ion as most va lu ab le asset. Hen ce , the mot iva t iona l fac tor o f hu man e le me nts o f organ izat ion h as the po we r to d ete rmine the succ ess or fa ilure o f an o rgan izat ion . Fitt ing hu man resource pra ct ices en hanc e mo t ivat ion a l lev e ls and organ izat ion a l pe rfo rmanc e, b ecause th ey in fluen ce e mp loy ee sat is fa ct ion in meet ing the ir e xpe ctat ions and encou rage h igh wo rk pe rforma nce (Ah med abad , 2005). The emp loyees’ satisfaction can be ach ieved through motivate them using extrins ic benefits.
The e xt rins ic ben efits a re c lassified as Hu man Resource Pra ct ices (HRP) in the o rg an iza t ion . The hu man resou rc e p ract ic es are one o f the ma jo r bas ics of Hu man Resou rce Manag e ment (HRM). HRM pra ct ices inc lude an a ly zing and des ign ing wo rk, dete rmin ing hu man resou rce n eeds att rac t ing potent ia l e mp loy ees, choos ing e mp lo yees , tea ch ing th e m ho w to pe rfo rm the ir jobs and prepa ring the m fo r the futu re , re wa rd ing e mp loye es, eva lu at ing the ir perfo rmanc e and c reat in g a pos it ive wo rk environment (Mathur, 2015).
To assure th e emp loy ees’ satisfaction , there are two p roc edu res o f HRP shou ld be manag ed . First ly , the po lic ies o f HRP must t ranspa ren t fo r e mp loyees and c larified b y the le ade rsh ip. Th e e mp lo yees n eed to unde rstand th e ava ilab le HRP, and the respons ib ilit ies t o rec e ive th e av a ilab le HRP (Ke rn is & Go ld man , 2006; Kapte in, 2011; Pa lanski&Ya mma rin o 2011). Se cond ly , th e le ade rs o r organ izat ion must co mmit ment in app ly ing t he HRP polic ies ins ide t he wo rking env iron ment (Le roy et a l., 2012). Thus, th e t ranspa ren cy co mmit ment of hu man resou rce p ract ices c an be de fined as the c le a rn ess and understan dab ility o f hu man resou rce p ra ct ices by le ade rs an d e mp loy ees a nd th e c o mmit men t o f app ly ing th ese p ract ices by the leade rs ins ide the working environment .
The t ranspa ren cy co mmit me nt of HRP is unde r the u mb re lla of th e leade rsh ip auth ent ic it y, wh ic h is about the t ruth o f e xe cut e the p ro mis es as a rea l act ion in wo rking en v iron ment . Th e la c k o f transpa re ncy co mmit ment of HRP cou ld d ec rease the trust o f re lat ionsh ip bet ween t he leade rsh ip and the emp loy ees. Thus, the level o f emp loyees ’ satis fa ct ion will be de creased , and t he job p e rfo rman ce will be dec reased . In oth er wo rds , if the HRP po lices a re clea r a nd the lead e rship a re honest in app ly ing these polic ies, th en the e mot ions of e mp lo yees will be posit ive , and they will be sa t isfie d. The emp loyees’ satis fact io n will enco urage the m to do qu a lity and
accu rat e working tas ks, wh ic h imp rov e the ove ra ll job performanc e of the organizat ion .
Th is p ape r a ims to rev ie ws the ro le o f transpa re ncy co mmit ment o f HRP in en hanc e the e mp loy ee 's sat is fa ct ions in the ban ks . The n e xt section d iscusses re lated wo rks to t ranspa re ncy co mmit ment o f HRP, e mp loye es' sat isfact ion , and the connect io n b et we en these facto rs . Sect ion 3.0 suggests the concep tua l mode l based on the lite ratu re rev ie w. Last ly, sect ion 4.0 p resents th e c onc lus ion and the future works.
II. LITERATURE REVIEW
Th is sect ion p resent e xp la ins th e study fact ors (Transparency Co mmit ment of HRP and e mp loye es' satis fact io n) and the re la t ionsh ip bet we en these factors.
III. TRANSPARENCY COMMITMENT OF HUMAN RESOURCE PRACTICES Suc cessfu l c o mp an ies no long e r see e mp loy ees as a rec ourse whose p rima ry func t ion is to p rov ide goods and serv ices . Instead e mp loyees a re seen as c rit ica l to the cap ab ility o f se rv ic e o rgan izat ion (Oma r & Sheh ada , 2015). W right and Kim (2004) study sho wn that th e hu man resou rces can be a sou rc e o f co mp et it ive advan tage bec ause they me et th e c rit e ria fo r be ing a sou rce o f susta inab le co mpet it ive advantag e. A firm H RM p rac t ices re fe rs to as invo lv ing “peop le p ractices; it refers to the po licies, practices , and systems th at in fluence emp loyees’ behav io r, a tt itudes , a nd pe rfo rman ce (No e e t a l., 2003).
HRM pract ices in c lude a na ly zing and design ing wo rk, dete rmin ing hu man resou rce needs attract ing pot ent ia l e mp loyees , choos ing e mp loye es, teach ing th e m ho w to pe rfo rm t he ir jobs and prep aring the m fo r th e futu re, re ward ing e mp loye es, eva luat in g the ir pe rfo rmanc e and c reat ing a posit ive work environment (Mathur, 2015).
by found its impact on a ch iev ing CA fo r 40 industria l co mp an ies at a l Hassan industria l Estat e in Jo rdan . Where th e HR t ra in ing and dev e lop ment d imens ion show that th ere is no s ign ificant impac t on ach iev ing CA . Pahu ja an d Da la l(2012) rev ie wed ho w co mp et it ive ad vantag e is dev e loped us ing HR pra ct ices in th e St ate Ban k o f Ind ia fro m the emp loy ees’ p erspective, an d identified fiv e key fac to rs as rec ru it men t and re wa rd syste m, t ra in ing and skill d eve lop me nt p ra ct ic es, o rg an izat ion c lima te , e mp loy ee pa rt ic ipat ion and e mpo werme nt; and effe ct ive co mmun ic at ion syste m. Su ifa n(2015) used a sa mp le of 500 e mp loy ees wo rking fo r pub lic and priva te o rg an iza t ion in va rious industries in Jo rdan to e xa mine the impac t o f (t ra in ing , pe rs on-org an izat ion fit , and re wa rds) as HR p ract ices on o rgan izat io na l co mmit ment , and found that the re are s ign ific ant ly and pos it ive ly assoc iate d with each othe r. Su ifan (2015) measured t ra in ing us ing a sc a le deve loped by Yah ya and Goh (2002) whe re re wa rds construct was measu red by a sca le adopt ed fro m Sejjaaka and Kaawaase (2014).
Based on the above wo rks , it ca n be conc luded that the effect ive bene fits o f HRM cou ld mot iva te th e e mp loy ees to do the ir best in wo rking env iro n ment . Ho wev e r, the lead ers shou ld b e co mmitt ed to wa rd the HRP in o rde r to bu ild t rusted env iro n ment . Th e t rust bet ween th e e mp loye es and the o rg an izat ion is ve ry impo rtant to mot ivat e the e mp loy ees to do th e ir best in the wo rking env iro n ment . Henc e, th e lead e rs shou ld sho w the se lf-true co mmit me nt to wa rd the e mp loyees in o rde r to construct effect ive re lat ionsh ip in wo rking env iro n ment . Th is idea b eco mes impo rtan t eth ic in any bus iness unde r th e scope o f le ade r int eg rity (Drisco ll & M c Kee , 2007; Ve rbos et a l., 2007 ). The le ade r integ rity is about the tru th le ve l o f lead e rs' wo rds to wa rds th e ir e mp loy ees (Pa lans ki and Yamma rino , 2007; Palanski&Vog e lgesang , 2011).
Avolio an d Ga rdn e r (2005) ment ion ed t hat the matc h ing b et ween the le ade rs' beha v io rs and the ir act ions in wo rkin g env iron ment cou ld in d icat e the one-se lf t ru e o f le ade rs to wa rds the ir e mp loye es. Similarly , th e idea of ‘‘b eing true to one’s wo rd when dea ling with others ’’ h as estab lished itself as behav io ra l integ rity , the pe rce ived a lign ment bet ween the leader's words and actions (Simons, 2002).
With reg ards to the id ea o f leade rs ' integ rity , two impo rt ant funda ment a ls a re invo lve the lead ers o r behav io ra l int egrity in HRP (Simo ns et a l. 2015; Pa lanski&Ya mma rin o 2011; Le roy et a l., 2012); (i)
the t ranspa ren cy o f leade rs ' wo rds and behav iors toward th e e mp loye es, and (ii), the co mmit ment o f produc e th ese wo rds as ac t ions in the wo rking environment .
The t ranspa ren cy o f le ade rs' wo rds and behav io rs c an be de fine d as th e c lea rness o f co mmun icat ion b et wee n the e mp loyees and the organ izat ion . Many po lic ies such as the wo rking ro les , responsib ilit ies, rights , and dut ies shou ld be clea r fo r le ade rs and e mp loyees ( Ke rn is &Go ld man , 2006; Kapte in , 2011; Pa la nski&Ya mma rino 2011). The re fo re , the co mmun ica t ion bet we en leade rs and e mp loy ees can be s imp lified b ased o n kn o wn and defined policies.
On the o the r hand , the leade rs o r org an izat ion co mmit ment can be de fin ed as th e tru th o f ap p ly ing the working po lic ies by th e lead e rs ins ide th e wo rking env iro n ment (Le roy e t a l., 2012). The lac k of honesty in app ly ing the o rgan izat ion po lic ies by leade rs cou ld dec rease the t rust and sat isfact ion lev e l o f e mp loyees toward the organizat ion (Walumbwa et al., 2011).
Hen ce , t he transpa rency co mmit ment o f hu man resou rc e p ract ic es can be de fin ed as the clea rness and un de rstandab ility o f hu man resource pra ct ices by leade rs and e mp loyees and the co mmit ment of app ly ing these p ra ct ices by the le ade rs insid e the wo rkin g env iron ment . The transpa re nt of hu man resou rc e p ract ic es like tra in ing , sala ries, b ounces , re wa rds, and soc ia l se curity is impo rtant to c la rify the rights and dut ies o f e mp loyees and lead ers . On the ot he r hand , the lead ers s hou ld co mmit ment to app ly th ese p ra ct ic es based on the transpa re nt a ct ions and ro les. In oth er wo rds, the le ade rs shou ld be auth ent ic in e xp la in and app ly the hu man resourc e p ract ices ins ide th e wo rking environment .
The re a re va rious de fin it ions o f job satis fact io n as me nt ioned , first of a ll, it can be defin ed as conc e rn ing one’s feeling o r state of mind re lated with the wo rk (Chugh at i&Pe rvee n, 2013) and “an emp loy ee’s p ositive attitude to wards the co mp any, co -wo rke rs and , finally , the job” (Sypn ie ws ka , 2014). Wh en the inst itut ion me ets job e xp ect at ions, the ind iv idu a l e xpe rien ce posit ive fee lings, so , th ese pos it ive e mot ions ind icate job satisfaction (Green, 2000).
Anothe r d efin it ion o f t he e mp loye e/ job satis factio n concept is “th e extent to wh ich peo p le like sat isfied- or d is like/d issatisfied with their job” (Spect or, 1997). In fact , job d issat isfact ion reduces ind iv idual’s perfo rmance and causes so me negative effe cts such as lo w p roduct iv ity , absentee is m, and quitt ing t he job and it is ha rd to p revent job dissatisfaction (A ltuntas, 2014). In th is context, “the eva luat io n o f ind iv idual’s assessment level that ho w the wo rk env iron men t fu lfils their needs” (Dawis and Lofqu ist, 1984), and “g eneral attitu des o f emp loyees towards th eir jobs” (W ickramas inghe, 2009) are the other de fin it io ns of job sat is fact io n. Simp ly stated , the more emp loy ees’ wo rk env iron ment fu lfills their needs, va lues , o r p erson a l ch a ract erist ics, th e g re ate r the degree of job satisfaction (Ibrahim et al., 2012).
Acco rd ing to Koyuncu (2006) the wo rking engage ment is one o f th e most imp ortant d ime nsions of e mp loy ees ’ satisfaction . Wo rk engag ement has rec e ived in c reas ing resea rch attent ion o ve r the past yea rs, re fle ct ing th is e mph asis ( Le ite r & Ba kke r, 2010; Sch au fe li et a l., 2009). Eng aged wo rke rs a re ene rget ic , a re pos it iv e ly c onnect ed to the ir wo rk and fee l the y a re do ing the ir jobs e ffect ive ly . It is a pers istent and b road a ffe ct ive cogn it iv e state . Sch aufe li et a l. (2009) v ie w it as a pos it ive , fu lfilling wo rk re la ted state o f mind that is cha racte rized by vigo r, d ed icat ion and abso rpt ion . Vigo r is cha ract erized b y h igh leve ls o f en ergy, the willingness to invest en ergy in on e’s wo rk and pers istenc e in d ifficu lt t imes; ded ic at ion is cha ract erized by h igh lev e ls of wo rk invo lve ment and feelings o f p ride and challenge fro m one’s wo rk; and absorpt ion is ch aract erized by d eep con cent ra t ion in one’s wo rk th e sense that time passes qu ickly and one is reluctant to leave their work.
The e mp loy ee eng age ment is ve ry dep end ing on the emp loyees ’ satis faction (Federman , 2009; Le ite r & Ba kker, 2010; Ziga rmi et a l., 2009). Emp loyees ’ satis factio n has been defin ed as “the prima ry a ffe ct ive react io ns o f an ind iv idu a l to va rious
facets o f th e job and to job experien ces” (Igba ria &Bu ima raes , 1993, p. 148). As cont rasted to job satisfaction , emp loyees ’ wo rk engag ement is consid ered a vo lunt ary e mo t iona l co mmit men t t hat can be in fluenced by org an izational support, mutual trust a mong tea m me mb e rs, and p ersona l enth usias m and willingness (Schaufeli et al., 2009).
Unde r th is pe rspect iv e , t rustfu l lead e rs and support ive pee rs cou ld inc rease th e lev e l o f emp loy ees’ work engagement and u ltimately lead to organ izat ion a l pe rfo rmance imp rove men t. Thus, emp loy ees’ wo rk engag ement includ es invo lv ement with th e o rg an izat ion that go es beyo nd the a ffect ive focus of job satisfaction (Leiter & Bakker, 2010).
In add it ion, o rg an iza t iona l c o mmit men t and engage ment a re simila r co ncepts in te rms o f e xpec ted outco mes. Ho wev er, many engag e ment resea rch ers have e mph asized that the conc ept o f engag e ment is related to emp loyees ’ vo luntary b ehav io ral aspects (Ma cey & Schn e ide r, 2008; Sa ks, 2006) whe reas organ izat ion a l co mmit me nt app ea rs to b e mo re att itud ina l in na ture inc lud ing affect ive , cont inu ance , and no rmat ive do ma ins. Ge ne ra lly , eng age ment is vie wed as a mo re ho list ic constru ct th an co mmit ment . Organ izat ion a l co mmit ment and job sat is fact ion a re subsume d with in th e const ruct o f o rgan izat io na l engagement (Bakke r &Schaufeli, 2008; Saks, 2006).
V. RELATIONS HIP BETWEEN TRANSPARENCY COMMITMENT OF HRP AND EMPLOYEES SATISFACTION Absar et a l. (2010) e xp lored the impa ct o f HRP on the emp loy ees’ s atisfaction in 20 manu factu ring firms in Bang lad esh. The find in gs o f th e quest ionn a ire survey that co llected fro m 60 e mp loye es sho we d that the re is sign ific ant re lat ionsh ip bet ween HRP and the emp loy ees’ satis faction. Th e researchers found ed that the level o f emp loyees’ satis faction cou ld be inc reased th rough many p ract ic es such as o ffe r e xt ens ive t ra in ing and dev e lop ment progra ms fo r the e mp loy ees, int roduc e p rope r p erfo rman ce app ra isa l systems , and o ffe r at le ast re asonab le co mp ensat ion to the employees.
le ade rsh ip beha v io r t o wa rd the man age ment o f HRP is ne cessary for e ffect ive imp le mentat io n s of these pra ct ices . Th e lead e rship shou ld hon est in d istrib ute the HRP based on c lea r po lic ies a cco rd ing to employees working performa nces .
Kay a et a l. (2010) p resent ed the impo rtan ce of manage th e HRP to add ress th e emp loyees’ satis fact io n in Tu rkis h ban king secto r. Kaya et a l. (2010) surv eyed 346 e mp loye es fro m 19 ban ks in the turkey . The study founded that the id ea l writ ten polic ies o f HRP is one o f th e ma in success keys to imp rove the wo rking eng age ment o f the e mp loye es. The e mp lo yees cou ld e xpe nd more wo rking effo rts and t ime to re ce iv e the e xpect ed co mp ensat ions based on the written policies.
Za itoun i et a l. (2011) fo cused on th e HRP effe ct o n th e wo rking mot iv at ion o f th e e mp loye es in ban king secto r in Ku wa it . Th e dat a that co llec ted fro m 100 e mp loyees sho wed that th e e xt rinsic HRP like re wa rds and a llo wances hav e greate r effect on emp loy ees’ motiv ation mo re than oth er HRP like competence development and informat ion sharing.
In the sa me co nte xt , Sh a fiq et a l. (2011) conducted a rese a rch on top ic of re lat ionship bet ween co mp ensat ion and mot ivat ion o f e mp loy ees, t a king int erv ie ws o f 226 ban ks e mp loye es of d iffe rent ban ks in Pa kistan . Sha fiq et a l. (2011) co nc luded that de -mot iva ted e mp loy ees ea rly q u it fro m cu rrent organ izat ion as co mp a red to mot iva ted e mp loy ees due to we a k and unc le a r imp le mentat ions o f HRP in the banks.
Ma ju mde r and Hossain (2012) focused on the impact o f HRP on the emp loyees’ satisfaction in ban ks env iro n ment . The study used a quest ionn a ire survey to co llect dat a fro m 88 e mp loye es in Bang lad esh b an ks. The study revea led that t he HRP practices p lays impo rtant ro le in th e emp loyees’ satis fact io n in the ban ks in dev e lop ing coun t ies due to lo w leve ls o f sa lary and ot he r e cono mic b ene fits in these count ries. Ma in ly , the study shows that the e mp loy ees in the study a rea are not sat isfied due to two ma in reasons; (1) the HRP po lic ies a re not c lea r fo r the e mp loye es, and (2) th e HRP like co mp ensat ions an d t ra in ing no t sat is fy t he e xt rins ic needs of the employees.
Bo wra et a l. (2012) stud ied the re lat ionsh ip between th e HRP and emp loyees’ perfo rmance in the ban ks. The study dat a we re co lle cted fro m 235 e mp loy ees in b an king sec tor o f Pa kistan . The resu lts show that th ere posit ive and s ign ific ance re lat ionsh ip bet ween the HRP in th e ban k and the imp rove me nt o f
emp loy ees’ b ehav io rs to ward en hance the perfo rmanc e leve l of the ir wo rking tasks . Fo r effe ct ive man age ment o f HRP, th e co mpensat ions such as re wa rds and p ro mot ions s hou ld be p rov ided acco rd ing to pe rfo rmanc e leve l o f the t asks t hat acco mp lished b y the e mp loye es. Th is requ ires effe ct ive eva luat ion o f th e tas ks p erfo rman ce t hat acco mp lished by the e mp loyees . The p erfo rman ce eva luat io n invo lves many p e rfo rman ce d ime nsion s such as t asks qua lity and a ccu rac y. Bo wra et a l. (2012) e xp la in ed that the e mp loyees shou ld understan d th e HRP po lic ies to mo t ivate the m to enhance the ir working pe rfo rmanc e in o rd e r to receive the possible HRP.
Mocha ma (2013) e xa min ed the e ffe cts o f award ing equal emp loy ee benefits on emp loyees’ lev e l o f job sat isfact ion , a lso e xp lo red the lin k bet ween eq ua l e mp loye e bene fits and job p erfo rman ce based on a study condu cted at th e Keny a Pipe line Co mp any, Eldo ret Branch in Kenya . The study estab lished that th ere is a pos it iv e co rre la t ion bet ween equa l e mp lo yee b ene fits and leve l o f job sat is fa ct ion a mong e mp loy ee . The re was a lso a s ign ific ant corre lat ion b et wee n equa l e mp loye e ben e fits and inc reased e ffic iency as we ll as p ro fit ab ility . Con ve rse ly, the re was no s ign ificant re lat ionsh ip bet ween equ a l e mp loye e bene fits and co rpo rate imag e, e mp lo yee ret ent ion , cost re duct ion and sta ff morale.
Ib rah im, Subra man ia m, and Sha msud in (2014) e xp lored the ro le o f HR p ract ices in in fluen c ing cybe rdev iance . It a lso see ks to e xa min e wh ethe r job satis fact io n med iates the lin k bet we en HR p ra ct ices and cy be r d ev ian ce . The study uses fou r d ime nsions of HR p ra ct ices i.e . pe rfo rmanc e app ra isa l, co mp ensat ion p ract ic e , c a ree r advan ce ment , and e mp loy me nt secu rity , wh ile job sat is fa ct ion y ie lded two d ime nsions i.e . sat is fact ion with p ay, and satis fact io n with wo rklo ad. Resu lts showed that a ll fou r d imens ions of HR p ract ices we re s ign ific ant ly able to e xp la in 68.8% o f th e va rian ce in cybe r -dev ianc e. Sat isfact ion with p ay was found to pa rt ia lly med iate the lin k bet ween pe rfo rmanc e app ra isa l and cybe rdev iance . On t he othe r hand , sat is fa ct ion with wo rklo ad was a pa rt ia l me d iato r bet ween p erfo rman ce appra isa l and cybe rd ev ian ce , and bet we en c aree r advancement and cyberdeviance.
min retention elements is the emp loy ees’ satisfaction , wh ich can be enhanc ed th rough mot ivate the e mp loy ees us ing v a rious e cono mic b ene fits . The le ade r co mmit me nt and honesty o f p rov ide the co mp ensat ion a cco rd ing t o c le a r po licy is imp ort ant to improv e th e pos it iv e e mot ions o f the e mp loye es. Appro xi mat e ly , the sa me e xp lanat ions we re p resen ted by M ah mood et a l. (2014) study wh ic h su rvey ed 150 employees in Pakistan banks.
Ijigu (2015) stud ied th e e ffect o f manag e the HRP on th e e mp loy ee 's sat isfa ct ion in Eth io p ian pub lic ban ks. To study th is e ffect , a quest ionn a ire survey was cond ucted with 333 ban ks e mp loy ees. The resu lts show th at th e HRP like tra in ing and co mpensat ions are impo rta nce to enha nce the mot iva t ion leve l o f wo rking e ngage me nt. The p rov id ed HRP shou ld be mana ged e ffect iv e ly to ensure th e e mp loyees satis fact io n, wh ich lead the m to do the ir best to acco mp lish the wo rking tas ks. The HRP manag e ment cou ld be imp roved though struc ture po lic ies t hat clarified by the leaderships.
Based on the abo ve stud ies, it is c le a r th at the effe ct ive HRP p ract ic es a re impo rtant t o inc re ase the satis fact io n lev e l o f th e e mp loy ees, wh ich encou rage
the m to eng age the ir wo rking act iv it ies us ing mo re effo rts. Th e man age ment o f HRP through id ea l and effe ct ive po lic ies is n ecessa ry to mot iv ate the e mp loy ees to do the ir b est in o rde r to rec e ive the e xp ect ed HRP b ased on c lea r ro les. Ho weve r, th e re are fe w ev ide nces (resea rch ga p) that p rov ided by the past stud ies about the imp ortanc e o f HRP transpa re ncy , and th e leade rsh ip co mmit ment to wa rd the HRP policies .
VI. CONCEPTUAL MODEL
Rega rd ing to the gap in lit eratu re rev ie w, Figu re 1 illust rat es the concep tua l mod e l as a resu lt o f th is pape r. The HRP man age ment is impo rtant to improve the e mp loy ees' sat isfact ions . The re a re th ree dimens ions shou ld ta ke in the ac count o f HRP mana ge ment; (i) p rov id e e ffe ct ive e cono mic bene fits of HRP b ased o n th e e mp loyees pe rfo rmance , (ii) the HRP po lic ies shou ld be t ranspa rent , unde rstood , and clea r fo r a ll e mp loy ees in th e b an k, and (3) the le ade rs shou ld be co mmitted in a pp ly th e HRP polic ies as rea l a ct ions in b an ks env iron me nt. These thre e d imens ions wou ld enh ance the wo rking engage ment leve l o f the e mp loyees in th e b an k through increase the level of employees' satisfaction.
Fig.1: Conceptual Model
VII. CONCLUSION AND FUTURE WORKS This paper rev iews the role of transparency commit ment of HRP in e mployees' satisfaction in the banks. The most important dimensions of the transparency commit ment of HRP are the effect ive HRP (such as training and compensations), transparency of HRP polic ies, and leadership’s commitment toward the HRP policies. On the other hand, the main d imension of the emp loyees’
as independent factor, Emp loyees satisfaction as med iating factor, and job performance as dependent factor.
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