75
Human Resource Practices and Job Satisfaction in Selangor Manufacturing Industry
Rosmawati Mahfar1*, Norliana Ahmad Shah1, Noor Syahirah Musa1, Siti Asmahan Mohd Ali1
1 Faculty of Business and Accountancy, Universiti Selangor, Shah Alam, Malaysia
*Corresponding Author: [email protected]
Accepted: 1 April 2020 | Published: 15 April 2020
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Abstract: There is no doubt that many organizations strive for employee job satisfaction since it will help to strengthen the company in many ways including lower turnover, higher productivity and increasing profits that can support a company’s overall success. Business organization need to enforce the correct human resource (HR) practices to cope effectively in ensuring the happiness of their employee. In view of this, it is important for HR professionals to know more about the HR practices that can increase the employee job satisfaction. Thus, the current study was conducted to analyse which elements of HR practices that have the most impact on the employee job satisfaction. Four dimensions of HR practice were tested against job satisfaction in this cross-sectional study, namely integration, training, performance appraisal and rewards. Primary data were collected from a group of 200 employees in Selangor manufacturing industry through a self-administered questionnaire survey. A study of correlation and regression was carried out to test the variables of human resource practices for predictions on employee’s job satisfaction. The results of the study revealed that respondents agreed integration, training, performance appraisal and rewards have significant relationship with employee job satisfaction. However, the study also showed that only training, performance appraisal and rewards contributed to the prediction of the influence on employees’ job satisfaction. In view of this, it can be concluded that there is enough evidence that HR practices is directly related to employee job satisfaction. Based on these findings, it is suggested that company should build a long term relationship and support with employees. In addition, it is highly recommended that business organizations to invest heavily in their employees' training time, provide appraisals and give suitable amount of rewards and compensation to those deserved employees. Thus, company has the ability to influence their employees' behaviour to ensure that the corporate goals and objectives are being achieved.
Keywords: HR practices, job satisfaction, integration, training, performance appraisal, rewards, compensation
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1. Introduction
Human Resource is the most valuable resource that each organization has in the form of its employee. Without the productive use of human resources management also known as HRM, no company can think of sustainability or effectiveness of the business in the long run. The best use of natural resources and capital and technology inputs variable depend on the degree to which human resources are being used. HRM practices are an important measure of the use
76 of human resources to achieve organizational goals that include profit making, survival and growth.
HRM practices focuses on optimal utilization and management of their human resource effectively in order to achieve maximum output. Managing people is concerned with deciding approaches and strategies to find alternatives of how to achieve organization goals. In energetic business atmosphere, there is a need of an approach to achieve better performance, to originate and implement HRM practices. The success of any organization depends largely on human resource ability, competence, productivity and level of development of human resources.
Problem Statement
Human being is the fundamental resource for making or constructing every product and services and human resources are referring to the people who work for the organization. In view of this, companies have been constantly looking for talented, skilled and trained professionals to further develop latest machines and technology, which must again be managed or used by humans to bring out the best products and services for the business.
Following this, business organization must treat their employees with respect and dignity. If one requires high quality minds to work for one, then the integrity and dignity of the human capital must be preserved.
In view of this, HRM is an employee management method with an emphasis on those employees as the real assets of the business, where they are sometimes referred to as human capital. Thus, HRM is the process of proper managing and utilizing of available limited skilled workforce in an organization. The core purpose of HRM is to make efficient use of existing human resource in the organization. It is believed that when human resources are happy with their work, then all rates of productivity can increase. Thus, HRM has the ability to influence the employees' organizational behaviour to ensure that the corporate goals are achieved. Therefore, this study proposed to assess the relationship of HR practices on job satisfaction of manufacturing industry employees.
Hence, the objectives of this study are:
1. To assess the relationship between human resource practices and employees’ job satisfaction.
2. To analyze which elements of human resource practices that have the greatest effect on the employees’ job satisfaction.
The findings of this study will provide essential information for top management, human resource managers, and other researchers on human resource practices and satisfaction of the employees. On the other hand, it would help human resource managers or top management of the organization to cope effectively with human resource practices in order to achieve employee job satisfaction.
2. Literature Review Job Satisfaction
Job satisfaction or employee satisfaction is a measure of employee satisfaction with their job, whether they like the job or individual aspects or job facets, such as the nature of the job or supervision. According to Wakida & Lawther (2014) and Babalola & Bruning (2015), job
77 satisfaction is the extent to which employees are satisfied with their job, hence the willingness of an employee to perform at an optimal level. On the other hand, Clarke (2015) described job satisfaction as a combination of cognitive and affective reactions to different impressions of what a worker encounters in a career as opposed to their initial work expectations.
More broadly, Chen, Sparrow, and Cooper (2016) defined job satisfaction as a term expressing one’s thinking, feeling and attitude toward work. It is influenced by the worker’s experience, the job itself, communication from others, as well as the person’s expectation about the job. A worker may be satisfied with some aspects of his/her job while dissatisfied with other aspects. The job satisfaction can be measured through the employees’ level of satisfaction. If the level of satisfaction is high, the level of the production and productivity will follow suit. On the contrary, when satisfaction is low, employee turnover will be high and the cost of running the business will be negatively affected. Employee’s satisfaction at work thus ensures dedicated workers and healthy workforce to reduce the employer's recruitment and training costs.
Human Resource Practices
HR practices and job satisfaction are being searched out extensively in various parts of the world. HRM practices improve organizational efficiency and performance by recruiting, recognizing and retaining workers with expertise, skills and competencies and enabling employees to act in a manner that further promotes the mission and goals of the organization.
Mohammed, Mohammad, Nimalathasan and Sadia (2010) explored the impact of HR practices on job satisfaction in the context of Bangladesh and it has been found that HR practices are directly correlated with job satisfaction. This finding is consistent with the study conducted earlier by Edgar and Geare (2005) in New Zealand, where the result has showed that human resource practices have a significant positive relationship with job satisfaction, organizational fairness and organizational commitment.
Lamba and Choudhary (2013) revealed that how HRM practices provide an edge to employee’s commitment towards an organization goal in the global competitive market. The study concluded that HRM practices such as training & development, compensation and welfare activities have a significant impact on organizational commitment and are associated with superior organizational performance which helps to retain skilled and knowledgeable employees. When the right HR practices are in place to provide the necessary resources, their presence helps to reduce physical discomforts and increase both well-being and productivity (Peccei, R. et al., 2013). In addition, Islam, Bangish, Muhammad and Jehan (2016) stated that the best HR practices have an important and positive effect on employee satisfaction in Pakistan.
Integration
Integration is generally accepted as support from the organization's supervisors and colleagues which could include social and emotional support. Social support is conceived as information that leads an individual to believe that he is being cared for, loved, appreciated and valued and that he belongs to a communication and mutual obligation network.
Structured social support includes compassion, social collaboration, motivation and expressive support, concrete work-related support, work-related support for information, and non-work-related support. In addition, emotional support is the warmth and care provided by social support sources. It refers to a person's ability to react sympathetically when an employee has problems; it also refers to the person showing a sense of concern and
78 acceptance which comprises: empathy, social companionship, encouragement, and expressive support (Scott et al., 2014).
Chadwick & Collins (2015) studied about the influence of social support in the workplace from co-workers and supervisors on other employees’ intention to quit. It is found that co- workers and supervisors can help to reduce other employees’ intention to quit. Kang et al.
(2015) and Avci (2017) has documented numerous cases where emotional support provided by either a co-worker or supervisor could mitigate the stress effect experienced by an employee. Following that, Mathieu et al. (2016) implied that a supervisor having a person- oriented behaviour can impact the workers’ intention to quit more than his/her task-oriented leadership behaviour. Thus from all the findings, it can be concluded that workers facing multiple work requirements that can strain their coping skills derive their emotional support from colleagues or bosses as a way to avoid being frustrated by feelings of helplessness and loss of self-esteem.
On the contrary, a study conducted by Kua Wongboonsin (2018) in Thailand indicated that the support noted by western countries as effective instruments in reducing employees’
intention to quit were insignificant. In this study it was found that none of the emotional support components of the co-worker, except empathy, affected the intention of all the workers to quit.
Training
Human resource practices are the means through which the human resources personnel in an organization can develop the leadership of the employees and staff. This takes place through the process of designing comprehensive training courses and motivational techniques, such as developing frameworks to direct and assist management in carrying out on-going performance evaluations. Based on a study in the United States, Costen and Salazar (2011) found that employees who have the opportunity to develop new skills are more satisfied with their jobs, more loyal, and more likely to stay with the organization.
There is no doubt that there is a tremendous amount of literature investigating the relationship between training and development and job satisfaction. Mohammed, Mohammad, Nimalathasan and Sadia (2010) highlighted that training and development have the greatest positive impact on job satisfaction. In relation to that, Khan (2012) in Islamabad, Pakistan reiterated that training and development significantly contributed to employee performance as opposed to other variables such as motivation, technology, management, organizational behavior and work environment. The study further reaffirmed that the performance of employees was greatly influenced by training and motivation.
In addition, Chan, Lee, Lee, Loh, and Low (2013) have found that there is a significant positive relationship between job satisfaction and training and development of employees in Malaysia’s hotel industry. Finally, Sattar, Ahmad, & Hassan (2015) further reiterated that training had a positive and significant impact on the performance of employees. These studies concluded that company with good training plans will improve employee performance. In view of all this, organization and the corporation that wants to enhance their employees’
performance should focus on training as it motivates employees to achieve higher performance levels.
79 Performance Appraisal
Performance evaluation is an important tool for assessing a single worker's job performance.
A job performance and productivity means that the output of the employee is strongly linked to the efficiency and productivity of a company. Lira, Silva and Viseu (2016) clarified that both individual and organizational objectives are accomplished by workers who have faith in performance evaluation. Besides, Van Dijk and Schodi (2015) argued that straightforward performance evaluation generated trust in the appraisal process which directly improves the quality of employees. In view of this, organizations need highly successful individuals to meet their goals, deliver their unique products and services, and eventually gain competitive advantage. Whilst, it acts as a source of satisfaction for an employee to perform tasks excellently, with a sense of accomplishment and pride.
Performance evaluation is a combination between current performance and past performance.
An organization's success depends on several elements and variables, but its employee and employer relationship is the most crucial factor and elements that influence the organization's efficiency. In the subsequent performance cycle, performance assessment is considered to encourage employees. In addition, the expanded use of the execution assessment process, which is mostly persuaded by a hierarchical need to have an impact on the attitude and behaviours of the employee, as well as on the organizational execution (Rubin & Edwards, 2018). Kampkotter (2016) has conducted a study involving 10,500 German employees using fixed effects regression and closely estimate the causal effect of appraisals on job satisfaction.
The results revealed a significant positive effect of performance appraisals on job satisfaction.
Prasad (2015) conducted a study of 115 personnel from various industries found a positive correlation between job satisfaction and motivation with the performance appraisal (PA) system of the organization. The study results show positive performance appraisal related concepts such as objectivity and openness, PA culture and process, feedback, effects on efficiency, retention, and compensation. In fact, it supports the point that companies need to carefully plan and implement their quality evaluations and use them more as a development tool to improve their efficiency in producing them.
Ivorschi (2012), writes that predefined goals aid in managing and tracking the persons responsible for implementing the program. Those involved can control their performance by tracking progress against the targets and take necessary corrective action. Studies also show that individuals have higher performance when they are given the opportunity to participate in setting targeted goals. It is important for managers to effectively implement subordinate recommendations, not just to make them know they are listening.
Rewards
When business owners think about reward systems, compensation is typically placed at the top of the list. The right strategy should include an executive compensation plan which is directly linked to the company's objectives. In view of this, every company needs a strategic reward system for employees such as compensation, benefits, recognition and appreciation.
Compensation is paying some money to the worker for the organization's physical, mental contribution to the work (Swanepoel et al., 2014). Employees should be rewarded financially and morally in order to increase their performance. In relation, Hassan (2016) has identified a significant relationship between compensation and the performance of the employee.
80 Benefits are another form of compensation in a strategic reward system and the workers will certainly notice the types of benefits that the company provides. Organizations that do not match or exceed their competitors' benefits would find it difficult to attract and retain top employees. Recognition means recognizing someone before their peers for particular successes, actions taken or habits exemplified. Meanwhile, appreciation focuses on expressing gratitude to someone for their actions. The best way of showing recognition for excellent performance is to show appreciation to the employees by giving clear words and gestures.
Storey (2001) reiterated that human resources need to be treated with great care, since they are an important resource that needs to be given special managerial attention and time. He further reaffirmed that it is through human capability and commitment that successful organizations are able to ultimately differentiate them from those that fail. Human resources motivation is considered one of the most important methods of sustaining organizational development.
Smith, Joubert, Forty & Mahomed Karodia (2015), have conducted a study where 40 questionnaires were collected from respondents and the analysis reveals that rewards are highly valued as a motivating factor by respondents. The research further suggested that employees were generally satisfied with, and benefited from the current rewards offered by the company. Additionally, it was found that employees were more motivated by intrinsic rewards rather than extrinsic rewards, although a thirteenth cheques and annual salary increases (extrinsic rewards) were the highest ranked rewards for employees at the company.
Yasmeen, Farooq & Asghar (2014) carried a study whereby data are collected from 80 workers at PTCL headquarters, primarily from middle management in Islamabad. Empirical evidence showed that the relationship between pay, reward and quality of the company is negligible and low. There is, however, a medium to strong relationship between promotion and success of the organization performance. In addition to these findings, the correlation between recognition and success of the company is also highly significant and solid. The strongest and highly significant relationship exists between appreciation and organization performance. All the independent variables that is wage, reward, promotion, acknowledgement and gratitude are linked positively to dependent variable that is success of the company.
Edirisooriy (2018) research on 100 employees in the Public Sector in Sri Lanka were taken as the sample by means of stratified random sampling method and the results revealed that there is a positive relationship between extrinsic reward, intrinsic reward and employee performance. Further the findings showed that among all independent variables pay and recognition were most important and more influential variables on employee performance.
Empirical studies on Human Resource Practices and Employee Job Satisfaction.
Numerous studies had proven the impact of human resource practices towards employee job satisfaction. Ofori, Sekyere-Abankwa & Borquaye, (2012) have conducted a study in Ghanaian organizations to assess the perceptions of HR role among professionals. The primary data was collected from 300 respondents and an index of perception was developed to assess the perceived relevance of the HR functions in the organisations. The study results revealed that respondents ranked qualified staff recruitment; training and development; and retaining qualified staff as HRM's most important functions. In addition, the study also
81 showed that the perceived relevance of the HR role is directly influenced by age, job position, being denied assistance and being side lined for recognition.
Zulfqar et al (2011) investigated a study to examine the relationship and nature of relationship between HRM practices (compensation, performance evaluation, and promotion practices) and the employee perceived performance in the banking sector of Pakistan. The results of the study found that, the employee perceived performance and HRM practices has the positive and significant relationship. Further results based on analysis indicated that performance evaluation and promotion practices are significant but the compensation practices are not significant.
Islam, Bangish, Muhammad and Jehan (2016) have investigated the effect of HR practices such as recruitment, empowerment, working condition and compensation on job satisfaction in the prospects of Hotel Industry of Pakistan. Empirical research found that there is a significant relationship between HR practices and job satisfaction, where recruitment and selection, empowerment and working condition have positive effect on job satisfaction. On the other hand, compensation has a negative impact on job satisfaction, suggesting that most workers are not happy with employer payments. In addition, Mohammed, Mohammad, Nimalathasan and Sadia (2010) found that human resource planning and training and development were found to have positive impact on job satisfaction. Further findings highlighted that training and development has the greatest impact on job satisfaction.
Chan, Lee, Lee, Loh, and Low (2013) examined the impact of human resource management practices that are training and development, performance of appraisal, compensation and benefit with job satisfaction of employees in Malaysia hotel industry. This study indicated that there is positive relationship between training and development and job satisfaction.
Thus, when the training and development is high, the job satisfaction is also high in hotel industry. The research also found a positive association between performance evaluation and work satisfaction, where the job satisfaction is also high when the performance evaluation is high. In addition, it can be concluded that there is positive relationship between compensation and job satisfaction, meaning when the compensation is high, the job satisfaction is also high.
Finally, it also indicated that there is positive relationship between benefits and job satisfaction where a high satisfaction is associated with high benefits.
Based on these findings, the proposed research framework for this study is presented in Figure 1.
Independent Variables Dependent Variable
Figure 1: Theoretical Framework
Human Resource Practices
Integration
Training
Performance Appraisal
Rewards
Source: Francisco Cesario (2015)
Employees’ Job Satisfaction
82 3. Methodology
The respondents were given quantitative research in the form of questionnaires to gather statistical data on their responses. The survey consisted of six multiple-choice questions and 19 questions to be answered by the respondents on a 5-point Likert scale. Whereby, 1 = strongly disagree and 5 = strongly agree. Dimensions of human resource practices in this study divided into four sub-dimensions of integration, training, performance appraisal and rewards that consist of 12-items that were adopted from Cesario (2015) whilst employee job satisfaction consists of 7-items adapted from various sources.
Participants were given 5 minutes anonymously to complete the survey, using simple random sampling technique. 220 employees in Selangor's manufacturing industry have responded.
The data collected were reviewed for missing data and outliers before analysis were conducted. Of those, 200 were usable for analysis of the completed questionnaires. The data was then analyzed using statistical software SPSS version 23 for Windows for descriptive statistics, correlation analysis and multiple regression analysis.
4. Data Analysis Respondent Profile
Majority of the respondents in this study were male (52%) employees and 48% of them were female employees. In terms of race, the highest percentage is Malay which is 111 (55.5%) followed by Chinese 17.0%. A smaller percentage of 24.5% were Indian while others represented 3%.
A high percentage of 44% income level is between the range of RM3000 to RM5000 followed by those within the range of RM5001 to RM7000 represented 31% whereby those respondents with less than RM3000 level of income is 18.5%. Only 6.5% respondents had above RM7001 level of income.
Reliability Analysis
The Cronbach alpha is a metric used to assess the accuracy or internal consistency of a set of scales or test objects. In other words, any measurement's reliability refers to the extent to which it is a consistent measure of a concept. Cronbach’s alpha therefore is one way of measuring the strength of that consistency. Table 1 below displays the dependent and independent variables reliability analysis. All variables’ values managed to achieve 0.70 points. Reliability 0.60 and 0.70 or higher is considered to be standards for proving the internal consistency of new scales and existing scales (Sullivan, Karlsson & Ware Jr, 1995).
Thus, it is fair to conclude that all variables resembled good strength in consistency.
Table 1: Reliability Analysis
Item Cronbach’s Alpha No. of Items
Integration 0.808 3
Training 0.796 3
Performance Appraisal 0.742 3
Rewards 0.718 3
Employee Job Satisfaction 0.806 7
Correlation
The correlation of a Pearson was conducted to determine the relationship between the HR practices and the values of employee satisfaction. Making reference to Table 2, there was a
83 moderate, positive correlation between HR practices and employee job satisfaction (r = .659, p < .001). Furthermore, the p-values for the correlation between HR practices (integration training, performance appraisal, and rewards) and employee job satisfaction in Table 3 are lower than the significance level of 0.05, which indicates significant correlation coefficients.
Table 2: Correlations
HR practices
Job satisfaction
HR practices Pearson Correlation 1 .659**
Sig. (2-tailed) .000
N 200 200
Job satisfaction Pearson Correlation .659** 1
Sig. (2-tailed) .000
N 200 200
**. Correlation is significant at the 0.01 level (2-tailed).
Table 3: Correlations
Job
satisfaction Integration Training
Performance
appraisal Rewards Employee Job
satisfaction
Pearson Correlation
1 .379** .601** .547** .543**
Sig. (2-tailed) .000 .000 .000 .000
N 200 200 200 200 200
Integration Pearson Correlation
.379** 1 .560** .385** .385**
Sig. (2-tailed) .000 .000 .000 .000
N 200 200 200 200 200
Training Pearson Correlation
.601** .560** 1 .579** .530**
Sig. (2-tailed) .000 .000 .000 .000
N 200 200 200 200 200
Performance appraisal
Pearson Correlation
.547** .385** .579** 1 .534**
Sig. (2-tailed) .000 .000 .000 .000
N 200 200 200 200 200
Rewards Pearson Correlation
.543** .385** .530** .534** 1
Sig. (2-tailed) .000 .000 .000 .000
N 200 200 200 200 200
**. Correlation is significant at the 0.01 level (2-tailed).
Regression
A linear regression in Table 5 showed that HR practices could statistically significantly reveal job satisfaction for employees, F (4, 195) = 41.257, p = .000. Meanwhile, Table 4 indicated the R2 = 0.458 and adjusted R2 = 0.447, which means that the independent variable accounts for 45.8% of employee satisfaction variability in the population. This indicates that, overall, the model applied can statistically significantly reveal the employee job satisfaction.
84 Furthermore, Table 6 shows that the predictor variables of training (β = 0.341), performance appraisal (β = 0.215), and rewards (β = 0.242) are significant because of their p-values are less than 0.05. However, the p-value for integration (p = 0.849) is higher than the standard alpha level of 0.05, suggesting that this amount is not statistically significant.
Table 4: Model Summary
Model R R Square Adjusted R Square
Std. Error of the Estimate
1 .677a .458 .447 .51298
a. Predictors: (Constant), Rewards, Integration, Performance appraisal, Training
Table 5: ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 43.427 4 10.857 41.257 .000b
Residual 51.314 195 .263
Total 94.741 199
a. Dependent Variable: Employee Job Satisfaction
b. Predictors: (Constant), Rewards, Integration, Performance appraisal, Training Table 6: Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 1.160 .220 5.272 .000
Integration .011 .059 .012 .190 .849
Training .285 .062 .341 4.561 .000
Performance
appraisal .184 .058 .215 3.142 .002
Rewards .204 .056 .242 3.662 .000
a. Dependent Variable: Employee Job Satisfaction
5. Conclusion
This study established a positive relationship between human resource practices and job satisfaction among employees in manufacturing companies (r = 0.659, p <0.001). Such Pearson Correlations findings have shown that all dimensions have greatly influenced employee satisfaction at the manufacturing firm. This is supported by many studies carried out by Edgar and Geare (2005) in New Zealand; Mohammed, Mohammad, Nimalathasan and Sadia (2010) in Bangladesh and Islam, Bangish, Muhammad and Jehan (2016) in Pakistan. In light of this, it is recommended that HR managers understand and enforce the correct HR practices in order to enhance their employees ' job satisfaction.
In addition, this survey also revealed that integration contributes to predicting work satisfaction for employees where there is a positive relationship between integration and job satisfaction. This is supported by Chadwick & Collins (2015) in Canada, Mathieu et al.
(2016), Kang et al. (2015) and Avci (2017) in Turkey stated social support in the workplace from co-workers and supervisors has significant relationship with employee’s job
85 satisfaction. In conclusion, it is highly recommended to emphasize on the need to blend in integration in order to increase job satisfaction.
The survey also managed to transparently highlight that only training, performance appraisal and rewards contribute to the prediction of the influence on employees’ job satisfaction. This result is supported by a study in the United States under Costen and Salazar (2011) and Khan (2012) in Islamabad, Pakistan. On top of this, another study in Malaysia’s hotel industry by Chan, Lee, Lee, Loh, and Low (2013) and Sattar, Ahmad, & Hassan (2015) also concluded that organization having good training plans for employees can enhance the performance of employees. The training received by these employees in their organization boost worker performance and further develops their professional quality and skills. Hence, manage to inculcate intrinsic and extrinsic values to employees that are meaningful to the employees. In view of all this, organizations and corporations that wish to improve their employees’
performance should focus on training as it is the triggering point that motivates employees to achieve higher performance levels.
In addition, workers often feel valued for the efforts that they put in because the constructive input they receive from their supervisor is useful for improving performance. At the same time, qualitative aspects of employee performance are also considered. Prasad (2015) in California disclosed a positive correlation between job satisfaction and motivation with the performance appraisal system of the organization. Kampkotter (2016) in German demonstrated a strong relationship between performance appraisals which is linked to monetary outcomes which relate to job satisfaction. Furthermore, appraisal criteria are understandable and fair which showed that their managers value the employee feedback.
Finally, employees have always assumed that compensation and benefits are the greatest reason to stay in the company and remain committed to their career. The reward that employee receive are related with performance results and related with the value of employee job to the organization. Study by Edirisooriy (2014) in Sri Lanka clearly supported this statement as here it was proven that both intrinsic and extrinsic rewards act as a booster to employee performance. On the contrary, Yasmeen, Farooq and Asghar (2013) revealed a contradiction, as the correlation between pay and reward and job satisfaction is insignificantly poor. Nonetheless, this study strongly supported the former rather than latter.
This paper highlighted the assessment of human resource practices and job satisfaction among manufacturing employees which covered four dimensions of human resource practices: integration, training, performance and rewards. It can be concluded that there is strong evidence that HR practices is related to employee job satisfaction. Meaning, the more detail a HR professional learns about its workers, the greater the quality of work the employees’ will deliver.
On the other hand, policies on human resources should be aligned with business strategy. It means that HR needs to concentrate on the organization's ultimatum as well as those of its employees. Successful leadership foster employee engagement, employee motivation, employee development and retention. Therefore, company should build a long term relationship with the employees and give a suitable reward to those deserve employees by giving them an appropriate compensation. HR best practice requires companies to invest heavily in their employees' training time and budget. In addition, Human Resource Managers must conduct a survey to understand what is the most important to the employees in order to implement a good human resource practices.
86 This research was nevertheless carried out under certain constraints that must be taken into account, given that the respondents of the study were represented by a manufacturing industry environment. It is proposed that future research should investigate the relationship between HR practices and job satisfaction in a broader sense in order to provide various views and results in different industries.
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