Download - St Mgt Paper Jan 2013
-
7/28/2019 St Mgt Paper Jan 2013
1/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
The impact of strategic human resource management
(SHRM) practices on employee motivation
Col. Zaigham Khan
Scholar MS- Supply Chain Management
Riphah International University, Islamabad, Pakistan
Wing Comd (R) Saqib Naveed
Scholar MS- Finance
Riphah International University, Islamabad, Pakistan
Farrukh Saleem
Scholar MS- Finance
Riphah International University, Islamabad, Pakistan
1
-
7/28/2019 St Mgt Paper Jan 2013
2/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Abstract
(To be inserted later)
Introduction
Various scholars from different disciplines have conducted research on the direct relationship
between SHRM practices and performance of the firm. Dorty & Delery (1997) are of the opinion that
Strategic HRM practices influence performance of organizations by sustaining skillful, motivated and
empower workforce. However, little efforts have been focused on establishing some of intermediary
links like motivation, staffing, training and development, skills & abilities, job security and work place
environment, etc.
The idea of this research stalks from literature on HRM and organizational performance which
establishes link between the two however; the basic aim of this study is restricted to unveil only the
extents of effects of SHRM practices directly on employee motivation rather than employee
2
-
7/28/2019 St Mgt Paper Jan 2013
3/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
performance. The knowledge generated can help the future researchers to conduct conceptual studies
on mediating influence of motivation on relationship between SHRM practices and performance.
A thorough study of past literature has helped to determine the gaps in prior studies. Sufficient
work has been undertaken to establish relationship between practices relating to HRM and employee /
firms performance. A few others, but comparatively less in number, have also focused on existing
linkages between SHRM practices and their impact on firm and employee performance. However, the
effects of some of the intermediary factors have been rather deliberated inadequately. In fact the
scarcity of past research on the mediating linkages was one of the demanding aspects of this research,
however, fortunately rare references, to the effects of SHRM practices which influence motivation
(usually taken as intermediary factor), have been found (Dimba, KObonyo, & Kiraka, 2008; Doty &
Delery, 1997 ; Glen, 1997; Glen, 1994; Huselid, 1995; Ichniowski & Prennushi; Kramar, 1992).
Problem Statement
This study seeks to explore and investigate only the extents of effects of SHRM practices
directly on employee motivation.
Knowledge Gap
The literature review has helped us determine the gaps in previous studies. Sufficient research
has been carried out to establish a link between SHRM/ HRM practices and organizational/
employees performance. There appears to be a need for some research to identify a correlation
between SHRM/ HRM trends followed by organizations and motivation of their employees, as this
aspect has been more or less neglected in the past.
3
-
7/28/2019 St Mgt Paper Jan 2013
4/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Literature Review
Following relevant /partially relevant punch-lines have been identified and need a mention:
Human Resource Management (HRM)
Jackson & Schuler (1995) have mentioned that various theories have been applied to establish
the role of human resource to determine the organizational performance. Whereas, the previously
conducted research work mostly focuses on significance of HRM practices and
employee/organizational performance.
The HRM practices can be grouped in terms of their effect on skills and abilities of employee
motivation and the manner in which the work has been structure (Arhter, 1994; Bailey, 1993; Huselid,
1995; Ichniowski et al., 1994; Kochan & Osterman, 1994).
Delaney and Huselid have quoted the references from literature, organizations can adopt
various HRM practices to enhance employee skills. First, effort can focus on improving the quality of
the individual hired or on raising the skills and abilities of current employees, or on both. Employees
can be hired via sophisticated selection procedures designed to screen out all but the very best
potential employees. Indeed, research indicates that selectivity in staffing is positively related to firm
performance (Becker & Huseli, 1992; Schmidt, Hunter, McKenzie & Muldrow, 1979). Second,
organizations can improve the quality of current employee by providing comprehensive training and
development activities after selection. Considerable evidence suggests that investments in training are
beneficial to organizational outcomes (Bartel, 1994; Knoke & Kalleberg, 1994; Russerll, Terborg,
Powers, 1985).
4
-
7/28/2019 St Mgt Paper Jan 2013
5/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Strategic Human Resource Management (SHRM)
Abdulkadir and Adedoyin (2011) define Strategic HRM practices as set of proactive HR
practices, strategies or policies which will ensure that an organization's human capital contributes to
the attainment of its corporate objectives.
Adoption of proper grievance procedures may also motivate employees of a firm to work with
more enthusiasm as they expect their endeavors to be fairly rewarded (Ichniowski, 1986; Ichniowski et
al,1994). Ensuring merit based promotions rather than seniority based may also enhance motivation
and retention of employees (Guest, 1997). Huselid (1995) highlighted that motivation based high
performance work system decreased turnover and increased productivity and sales. The performance
oriented practices link rewards to performance so that employees are encouraged to engage in
behaviors aligned with the organizational interests.
SHRM as cited from Dima, K'Obonyo, & Kiraka, 2008, strategic human resource
management involves the development of a consistent aligned collection of practices, programs
(strategies), and policies to facilitate the achievement of the organization's strategic objectives (Mello,
2002).
SHRM Practices
SHRM practices is defined by Dimba, K'Obonyo, & Kiraka, 2008 and cited as such, SHRM
practices also known as high performance work practices or best practices, are those decisions and
actions which concern the management of employees at all levels in the business, and which are
related to the implementation of strategies directed towards sustaining competitive advantage
( Kramar, 1992). Examples of these practices are alignment of business and HR strategies,
formulation of clear strategic mission, refined grievances handling, information sharing program, job
5
-
7/28/2019 St Mgt Paper Jan 2013
6/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
analysis, performance evaluation, refined recruitment procedures, profit sharing through bonuses,
monitoring of employee attitude, skill based compensation, skill development and training etc.
HRM vs SHRM
In order to clearly differentiate between HRM and SHRM practices an effort has been made to
develop a matrix ( http://www.differencebetween.net/business/difference-between-hrm-and-strategic-
hrm/ ).
Matrix HRM & SHRM Practices
Matrix HRM & SHRM Practices
HRM SHRM
Uses approaches to the management of
employees
Uses approaches to the management of the
organization
Traditional methods are followed (selection or
recruitment process and imparting training)
Sophisticated methods are used (for
improving overall employee motivation and
productivity)
Uses orthodox tools Uses systematic tools
Deals with individual employee performance Deals with organizational performance and
systems of practices
Involves the process of employing people,
developing their skills and utilizing their
services.
Affects how employees are treated, affect
security of employment and the nature of
employment. It reaches into the deepest tiers
of individuals relationships
No specific rules for different areas like There are specific rules specified for
6
http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/ -
7/28/2019 St Mgt Paper Jan 2013
7/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
recruitment, training and utilizing the services. specialized fields.
No separate people for different areas. Same
persons will handle recruitment, training, and
employee appraisal
Different people for different areas who are
skilled in specific areas
Focuses mainly on employee relations Focuses on partnerships with internal and
external customers
Short term goals Long term goals
Has staff specialists Has line managers
Table-1: Difference Matrix HRM & SHRM Practices
Intermediary factors between SHRM practices and firm performance
The researchers have proposed to consider studying intermediate linkages between SHRM
practices and organizational performance in order to address theoretical developments (Ferris et al
1998).
Most of the researchers are of the view that SHRM practices do not directly affect firms
performance; instead they influence resources of the firm like human resource in terms of their
behavior, skills and potential etc, which finally lead to performance (Wright et al 1994; Delery 1998).
Some believe in existence of mediating variables between HRM practices and firms performance and
few have measured these variables and highlighted their significance (Huselid 1995; Fey et al 2000;
Guest 2001; Boselie et al 2001; Paul and Anantharaman 2003).
Abdulkadir and Adedoyin (2011) suggested that with a view to gain a competitive advantage
the firms should endeavor to recruit, train, motivate and sustain an enthusiastic workforce as per their
goals and vision.
7
-
7/28/2019 St Mgt Paper Jan 2013
8/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Motivation
Motivation is one of the intermediary factors HRM practices and firms performance, which
will be studied as one of the variables. Literature is interspersed with various concepts of motivation
like mentioned in ensuing paragraphs.
Corporate cultures are developed over time by the influential groups in a firm which results in
deep set of beliefs among the employees about how things should be done, for example the practices
of rewarding, monitoring and controlling manpower, the methods of exercising authority, the degree
of formalization required, the extent of forward planning, attitudes to work hours and dress code are
all part of the culture of an organization. This variety of cultures, norms and behavioral patterns are
embedded in value systems and vary from organizations to organization (Handy 1985). Some of these
systems (e.g reward system) are created to motivate the employees.
Motivation at work can be divided into two main categories: Intrinsic and extrinsic
motivators (Armstrong & Murlis 1996). Intrinsic motivation is self generated and can take form as
satisfaction when a problem has been solved. Extrinsic motivation is what is done to and for people to
motivate them (e.g. performance related pay) (Armstrong & Murlis 1996).
Motivational Theories
There are a number of motivational theories, which attempt to explain motivation. Normally to
understand motivational theories it is important to have an understanding of internal cognitive process-
that is, what people feel and how they think (Mullins, 2002).
8
-
7/28/2019 St Mgt Paper Jan 2013
9/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Process theories explain how a particular behavior starts, develops over time and sustains itself.
The process theories deal with relationship of different variables along with their influence on
behaviors (Analoui, 2000).
Cognitive theories of motivation deal with two different approaches: content theories and
process theories. Content theories elucidate as to how people are motivated while at work. The need,
incentives and the work itself are considered as important factors in these theories and in turn
contribute towards job satisfaction (Tosi and Gomez-Mejia, 1994).
Explaining the process approach theories, Analoui (2000) is of the opinion that this approach
provide a basis for better understanding of the interactions involved and provide an insight into what
they do at work.
Maslow's Hierarchy of Needs Theory of (1954) pointed out that individuals have five sets of
needs that may be arranged in a hierarchy. Motivation is held to rise from striving to satisfy these
needs and only when the lower-level needs are satisfied are individuals motivated by striving to satisfy
higher needs (Molander and Winterton, 1994). Basic idea of Maslows theory was that people want
more and what they want dependents on what they already possess.
Reward Management
Reward management contributes toward motivation. Gunnigle et al (1997), considers reward
management as a critical factor of HRM strategies, while attracting, developing and sustaining the
workforce and also influencing performance and behavior at work.
9
-
7/28/2019 St Mgt Paper Jan 2013
10/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Reward is referred to as all forms of financial returns and tangible services and benefits
employees receive as part of an employment relationship (Bratton and Gold, 1999:p 239). Pennings
(1991) also has the same view about the reward systems: The beneficiaries of strategic aspect have a
substantial impact on the long term results of their firm. Reward management can be used to motivate
employees if the rewards are as per the wishes of employees.
Traditionally managers are responsible for the rewards in an organization for attracting,
retaining and motivating people in the desired direction (Mckenna, 2000: 555). Spitzer (1996)
highlights that Power Reward is more efficient because it recognizes the limitations of money, and
supplements it with other, more cost effective forms of rewards.
Direct Relationship of SHRM with Motivation
There exists scarcity of literature on direct relationship between SHRM practices with
motivation, however, some literature on SHRM practices with influence on motivation have been
found and referred to in the ensuing paragraphs.
It is a known fact that in order to seek optimum efficiency of the employees there will always
be a requirement to take concrete steps for motivating these individuals for performance of their job;
otherwise a partial efficiency is likely to be experienced. Well structured SHRM practices in the
organizations can affect the employee motivation in different ways, like; alignment of business and
HR strategies, formulation of clear strategic mission, refined grievances handling, information sharing
program, job analysis, performance evaluation, refined recruitment procedures, profit sharing through
bonuses, monitoring and development of attitude, skill based compensation, incentive pays, skill
development and training etc. (Osterman, 1987; Ichniowski, 1986; Gerhart & Milkovinch, 1992;
Ichniowski et al, 1994; Wagner, 1994; Levine, 1995; Delaney and Huselid, 1996).
10
-
7/28/2019 St Mgt Paper Jan 2013
11/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Theoretical Framework
Model
SHRM Practices have been taken as independent variable whereas Employee Motivation is a
dependant variable in the model. The model aims to explore and investigate the effect of between
SHRM practices on employee motivation.
Figure: 1 Model
Hypothesis
Ho: SHRM practices have insignificant impact on employee motivation.
H1: SHRM practices have significant impact on employee motivation.
Methodology
Methodologyused to accomplish this research work is as follows:
Sampling Type
11
SHRM
PracticesEmployeeMotivation
DVIV
-
7/28/2019 St Mgt Paper Jan 2013
12/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Convenience sampling We are likely to draw sampling frame from Pakistan
Association of Manufacturers Directory.
Modus-Operandi
o Establishment of own SHRM Model with focus on both performance and motivation in
term of their relationship with SHRM Practices
o Survey in industrial triangular area Kahuta Road targeting majority of firm with 100 or
more employees.
Descriptive Survey Design
o Adopted instrument of Questionnaire using appropriate scales at Annex A
o Refinement of the questionnaire through pilot study, if required Validity test
o Cross-sectional data.
Measurement of Variables
To measure the relationship between SHRM practices and employee motivation we have
adopted two instruments from the study of Mark A Huselid (1995) and combined both the
questionnaires to make them relevant to our study.
The first questionnaire adopted was used by Huselid for a survey in 1994 consisting of three
factors: HR Strategies; Employee Motivation and Selection & Development with 0.75, 0.75 & 0.45
values of cronbach alpha, respectively. The second questionnaire used was also for a survey by
Huselid in 1992 which had two factors: Employee skills and Organizational structure; with nine items
12
-
7/28/2019 St Mgt Paper Jan 2013
13/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
scoring 0.67 for cronbach alpha and the second factor was Employee Motivation which had four
items and cronbach Alpha as 0.66.
After consulting the expert opinions two above mentioned questionnaires were merged and
selected items were slightly improved to configure it and bring it in conformity with the requirements
of this study. Mr Huselid was contacted through email and his guidance was sought before adopting
and improving the original instruments. With a view to ensure reliability and validity, the original
context of each item was maintained while improving the items of the questionnaires.
13
-
7/28/2019 St Mgt Paper Jan 2013
14/42
SHRM
Practice
s
HR
Strategies
Selection
&
Developm
ent
Employe
eMotivati
on
Performance evaluationInternal adjustment for non entrylevel jobsRefined Recruitment proceduresSharing of Profits (Bonuses)Monitoring of employee AttitudeSkill based CompensationSkill developmentFrequency of Training
Performance Appraisal
Performance based
incentives
Merit based promotions
Performance base
compensation
Strat Planning ProcessAlignment of business and HR stratsClear Strat Mission & its communicationGrievances handling / Complaint resolutionSystem
Information Sharing Program
Job Analysis
Incentives
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Operationalization of the variables
Figure 2 operationalises and exhibits the factors and their sub-factors which will determine the
relationship between the variables from the collected data used for regression through SPSS.
Figure:2 Factors and their sub-factors to measure relationship between the variables
14
-
7/28/2019 St Mgt Paper Jan 2013
15/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Pilot Study
Prior to actual research study a pilot testing of the research questionnaire was carried out on 60
respondents of various production firms, in order to determine the validity and reliability of research
instrument. The questionnaire was distributed to 9 first line managers, 35 Middle level managers, and
16 members of top level management of 5 industries. On the basis of feedback received from
respondents, the researchers modified the instrument. The study confirmed its validity by showing
encouraging results. The pilot study was conducted in twin cities industrial triangular area near Kahuta
Islamabad.
Data Analysis
Keeping in view the objectives of the study, the data obtained through questionnaire was
compiled, evaluated, analyzed and interpreted. In order to analyze results researchers sought assistance
of SPSS software. The scoring procedure for likert scale was used and rating was as under
1 = Strongly Agree, 2 = Agree, 3 = Neutral 4 = Disagree, 5 = Strongly Disagree
Reliability Test. While testing the reliability of the instrument with 23 items, the initial results
showed value of .355 cronbach alpha which was inappropriate. Therefore, first iteration of the data
was conducted removing the item relating to age from demographic part which resulted in a very
heartening value ofcronbach alpha as .711 with 22 items. Results of reliability are at Annex B.
Factor Analysis. Separate factor analysis was carried out for both the variables.
Results for SHRM Practices. The initial results of factor analysis of 14 items relating to SHRM
practices are shown in the table.
15
-
7/28/2019 St Mgt Paper Jan 2013
16/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Variabl
es
No
of
item
s
Correlati
on
KM
O-
Tabl
e
Barllet
's Test
of
Spher
e
Anti-
image
correlati
on
(Diagonal
Values)
Communalit
ies Initials
Communalit
ies
Extraction
Total
Varianc
e
Explain
ed
SHRM-
Practic
es
14 1.00 0.54
9
.002 All >.5
except;
HRS2
(.452) &
HRS5
(.306)
= 1.00 All >.5 65.99%
Iteration 2 was performed deleting two items i.e. HRS2 & HRS5. The results showed improvement as
under:
Variabl
es
No
of
item
s
Correlati
on
KM
O-
Tabl
e
Barllet
's Test
of
Spher
e
Anti-
image
correlati
on
(Diagonal
Values)
Communalit
ies Initials
Communalit
ies
Extraction
Total
Varianc
e
Explain
ed
SHRM-
Practic
es
12 1.00 0.58
4
.000
Sig
All >.5 = 1.00 All >.5
except HRS4
(0.497)
65.60%
Since these results did not show any significant error and it was a pilot study therefore further iteration
was avoided.
Results for Employee Motivation. The initial results of factor analysis of 5 items relating to
employee motivation are shown in the table.
Variabl
es
No
of
item
s
Correlati
on
KM
O-
Tabl
e
Barllet
's Test
of
Spher
e
Anti-
image
correlati
on
(Diagonal
Communalit
ies Initials
Communalit
ies
Extraction
Total
Varianc
e
Explain
ed
16
-
7/28/2019 St Mgt Paper Jan 2013
17/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Values)
SHRM-
Practic
es
5 1.00 0.53
1
.000 All >.5
except;
EM18
(.471)
= 1.00 All >.5
except
EM15
(0,447)
&EM19
(0,456)
60.87%
Since these results did not show any significant error and it was a pilot study therefore iteration was
avoided.
17
-
7/28/2019 St Mgt Paper Jan 2013
18/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
References
Abdulkadir, D. S., & Adedoyin, S. I. (2011). Influences of firm size, age and organizational climate on
the adoption of strategic human resource management practices.
Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover.
Academy of Management journal, 37(3), 670-687.
Bailey, Thomas, (1993) Discretionary Efforts and the Organization of Work: Employee participation
and Work reform Since Hawthorne, Working Paper, Columbia University
Becker, B. E., & Huselid, M. A. (1992). The incentive effects of tournament compensation systems.
Administrative Science Quarterly, 336-350.
Boselie, P., Paauwe, J., & Jansen, P. (2001). Human resource management and performance: lessons
from the Netherlands.International Journal of Human Resource Management, 12(7), 1107-1125.
Bartel, A. Productivity Gains from the Implementation of Employee Training Programs Industrial
Relations, 1994. Vol. 33, pp. 411-25.
Bratton, J. (1999). The human resource management phenomenon.J. Bratton & J. Gold. Human
Resource Management-Theory and Practice, 4-36.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on
perceptions of organizational performance.Academy of management journal, 39(4), 949-969.
Delery, J. E. (1998). Issues of fit in strategic human resource management: Implications for research.
Human resource management review.
Dimba, B., KObonyo, P., & Kiraka, R. (2008). The Effect Of Strategic Human Resource
Management Practices On Organizational Performance Of Manufacturing Multinational
18
-
7/28/2019 St Mgt Paper Jan 2013
19/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Companies In Kenya: The Mediating Role Of Employee Motivation: Strathmore University,
Faculty of Commerce.
Doty, D. Harold, and John E. Delery. "The importance of holism, interdependence, and equifinality
assumptions in high performance work systems: Toward theories of the high performance work
force." annual meeting of the Academy of Management. Boston, MA. 1997.
Fey, C.F., Bjrkman, I. and Pavlovskaya, A. (2000): The effect of human resource management
practices on firm performance in Russia. International Journal of Human Resource Management.
11:1; 1-18
Gerhart, B., & Milkovich, G. T. (1992).Employee compensation: Research and practice: Consulting
Psychologists Press.
Glen, J. D. (1994).An introduction to the microstructure of emerging markets: World Bank
Publications.
Guest, D (1997) Human resource management and performance: a review and research agenda The
International Journal of Human Resource Management, Vol. 8(3); 263-276
Gunnigle, P., Morley, M., Clifford, N., Turner, T., Heraty, N., & Crowley, M. (1997).Human
resource management in Irish organisations: practice in perspective: Oak Tree Press.
Huselid, M.A. (1995): The impact of human resource management practices on turnover, productivity,
and corporate financial performance. Academy of Management Journal38: 635-672International
Human Resource Management,Academy of Management Review, 21(4): 95985
Ichniowski, C. (1986). The effects of grievance activity on productivity.Industrial and Labor
Relations Review, 75-89.
Ichniowski, C., Shaw, K., & Prennushi, G. (1994). The Impact of Human Resources Management
Practices on Productivity. Columbia University, Graduate Scliooi of Business, WP(015).
19
-
7/28/2019 St Mgt Paper Jan 2013
20/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Ichniowski, C., Shaw, L., and Prennushi, G. 1997. The effects of Human Resource Management
practices on productivity: A study of steel finishing lines. The American Economic Review, Vol.
87, No. 3, pp. 291-313.
Jackson, S. E., & Schuler, R. S. (1995). Understanding human resource management in the context of
organizations and their environments.
Kramar, R. (1992). Strategic human resource management: are the promises fulfilled?Asia Pacific
Journal of Human Resources, 30(1), 1-15.
Knoke, D., & Kalleberg, A. L. (1994). Job training in US organizations.American Sociological
Review, 537-546.
Kochan, T. A., & Osterman, P. (1994). The mutual gains enterprise. Boston: Harvard Business School
Press.
Levine, D. I. 1995. Reinventing the workplace: How business and employees can both win.
Washington, DC: Brookings institution.
McManamy, R., Schriener, J., & Ichniowski, T. (1994). Design-build goes back to the future.
Engineering News Record, 232(23), 26-28.
Murlis, H., & Armstrong, M. (1996). Reward Management.London: Clays Ltd.
Osterman, P. (1987). Choice of employment systems in internal labor markets.Industrial Relations: A
Journal of Economy and Society, 26(1), 46-67.
Paul, A. K. and Anantharaman, R.N. (2003): Impact of people management practices on
organizational performance. International Journal of Human Resource Management. 14:7; 1246-
1266
20
-
7/28/2019 St Mgt Paper Jan 2013
21/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Russel, J. S., Terborg, J. R. and Powers, M. L. (1985) Organizational Performance and
Organizational Level Training and Support Personnel Psychology, 38(4): 849-863.
Schmidt, F. L., Hunter, J. E., McKenzie, R. C., & Muldrow, T. W. 1979. Impact of valid selection
procedures on work-force productivity. Journal of Applied Psychology, 64: 609-626.
Wright, J. M., & Bentzen, P. (1994). Microsatellites: genetic markers for the future.Reviews in fish
biology and fisheries, 4(3), 384-388.
http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/
21
http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/http://www.differencebetween.net/business/difference-between-hrm-and-strategic-hrm/ -
7/28/2019 St Mgt Paper Jan 2013
22/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Annex A
QUESTIONNAIRE
SHRM PRACTICES AND EMPLOYEE MOTIVATION SURVEY
Please spare a few minutes to respond to following questions. We assure you of complete anonymity. No needto mention names.
Part1
Part 2
Please check the appropriate box while attempting following questions:
Question Statement 1 2 3 4 5
STRATEGIC HRM PRACTICES
HR Strategies
1 The HR department of your firm is involved in your firm's strategic planning
process.
2. The business and HR strategies of your firm are aligned.
3. Your firm has a clear strategic mission that is well communicated and understood
at every level throughout the firm.
4. The workforce in your firm has access to a formal grievance procedure and /orcomplaint resolution system.
5. The workforce in your firm is included in a formal information sharing program
(e.g., newsletters etc).
6. The job ofworkforce in your firm is subjected to a formaljob
analysis.
Demographics
Age: Gender: Male .. Female ..
Marital Status: Single:, Married:....,Widowed:, Divorced..,
Designation: First Line Manager..
Middle manager...
Top Management.
22
1 = Strongly Disagree, 2 = Disagree, 3 = Neutral 4 = Agree, 5 = Strongly Agree
-
7/28/2019 St Mgt Paper Jan 2013
23/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Selection and Development
7. The workforce in your firm is eligible for cash bonuses based on individual
performance or company-wide productivity or profitability.
8. Non-entry level jobs were filled from within the firm in recent years.
9. The workforce is administered an aptitude, skill or work sample test prior to
employment.
10. The firm regularly sharesprofits with the employees in shape of bonuses in your
firm.
11. The workforce in your firm is regularly administered through attitude surveys.
12. The workforce compensation or its any part is determined by a skill-based
compensation plan in your firm.
13. Training efforts in your firm are devoted to skill enhancement.
14. How many hours of training per year are typically received
by an experienced employee? Please check either of the following
1) ) More than72 hours, 2) Up to 72 hours, 3) Up to 48 hours 4) Up to
24 hours, 5) Not imparted at all.
EMPLOYEE MOTIVATION
15. The workforce has access to company incentive plans, profit-sharing plans, and/or
gain-sharing plans.
16. Formal performance appraisal oftheemployees is conducted in your firm.
17. The workforce merit increase orother incentive pay is determined by a
performance appraisal.
18. The workforce promotion is based primarily on merit.
19. As a result of a performance review in your firm, a lower performer expects a
change in total compensation.
23
-
7/28/2019 St Mgt Paper Jan 2013
24/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Annex B
Reliability & Factor Analysis
RELIABILITY ANALYSIS
Reliability Statistics
Cronbach'sAlpha N of Items
.355 23
Item-Total Statistics
Scale Mean
if ItemDeleted
ScaleVariance if
ItemDeleted
Corrected
Item-TotalCorrelation
Cronbach'sAlpha if
ItemDeleted
Gender 110.1000 157.549 -.246 .366Age 79.6333 86.846 -.039 .711
Desig 109.1667 151.463 .217 .341
MariStat
109.3500 154.469 .056 .353
HRS1 107.3000 150.349 .130 .342
HRS2 107.1833 147.169 .241 .327HRS3 107.5500 144.997 .295 .317
HRS4 107.3500 150.096 .119 .342
HRS5 107.6167 151.698 .063 .350HRS6 106.7333 151.148 .195 .340
HRS7 107.2500 140.903 .472 .295
SHRS8 107.0833 144.145 .447 .309
SHRS9 107.5833 150.145 .112 .343SHRS1
0107.4000 149.498 .152 .338
SHRS11
107.2667 149.555 .152 .339
SHRS1
2107.3833 150.918 .099 .346
SHRS13
107.9667 153.321 .005 .359
SHRS1
4107.1500 143.282 .398 .307
EM15 107.6667 147.311 .169 .333
EM16 107.5833 148.213 .178 .334
EM17 107.2000 144.671 .352 .314EM18 107.3667 148.846 .149 .338
24
-
7/28/2019 St Mgt Paper Jan 2013
25/42
Item-Total Statistics
78.4500 87.167 -.065 .716
77.5167 86.220 .018 .715
77.7000 87.366 -.086 .717
75.6500 80.570 .242 .704
75.5333 80.321 .249 .703
75.9000 79.515 .264 .702
75.7000 78.620 .302 .698
75.9667 83.389 .079 .719
75.0833 81.671 .342 .699
75.6000 75.431 .498 .681
75.4333 80.928 .292 .700
75.9333 76.572 .386 .690
75.7500 81.377 .191 .708
75.6167 77.291 .397 .690
75.7333 81.046 .201 .707
76.3167 80.695 .179 .711
75.5000 77.712 .396 .690
76.0167 77.881 .271 .702
75.9333 78.572 .297 .699
75.5500 79.472 .311 .69875.7167 75.766 .412 .687
75.7000 77.231 .391 .690
Gender
Desig
MariStat
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
EM15
EM16
EM17EM18
EM19
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
Reliability Statistics
.711 22
Cronbach's
Alpha N of Items
SHRM PRACTICES AND EMPLOYEES MOTIVATION
EM19 107.3500 147.113 .234 .327
After Iteration 1
25
-
7/28/2019 St Mgt Paper Jan 2013
26/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Factor Analysis
Descriptive Statistics
3.9833 1.14228 60
4.1000 1.16007 60
3.7333 1.23325 60
3.9333 1.24692 60
3.6667 1.27115 60
4.5500 .74618 60
4.0333 1.16396 60
4.2000 .95314 60
3.7000 1.27957 60
3.8833 1.18023 60
4.0167 1.17158 60
3.9000 1.20310 60
3.3167 1.34658 60
4.1333 1.12697 60
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Mean Std. Deviation Analysis N
Correlation Matrix
1.000 .129 .261 -.025 -.039 .110 .064 -.028 .298 .200 .228 -.125 .081
.129 1.000 .019 -.007 -.011 .131 .136 .304 .226 -.053 .061 .056 .012 -
.261 .019 1.000 .176 .072 -.022 .113 .032 .110 .200 .156 .153 .052
-.025 -.007 .176 1.000 .050 .350 .282 .197 .104 .294 .163 .233 .033
-.039 -.011 .072 .050 1.000 .125 .076 -.028 -.063 .019 .106 .033 -.116 -
.110 .131 -.022 .350 .125 1.000 .115 .319 .229 .074 .222 .157 .009
.064 .136 .113 .282 .076 .115 1.000 .376 .109 .287 .223 .317 .069
-.028 .304 .032 .197 -.028 .319 .376 1.000 -.047 -.039 .027 .151 .055
.298 .226 .110 .104 -.063 .229 .109 -.047 1.000 .055 .196 -.130 .312
.200 -.053 .200 .294 .019 .074 .287 -.039 .055 1.000 .259 .207 .013
.228 .061 .156 .163 .106 .222 .223 .027 .196 .259 1.000 .338 .190
-.125 .056 .153 .233 .033 .157 .317 .151 -.130 .207 .338 1.000 -.043
.081 .012 .052 .033 -.116 .009 .069 .055 .312 .013 .190 -.043 1.000
.081 -.023 .294 .320 -.063 .052 .449 .259 .240 .063 .165 .010 .128 1
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
CorrelationHRS1 HRS2 HRS3 HRS4 HRS5 HRS6 HRS7 SHRS8 SHRS9 SHRS10 SHRS11 SHRS12 SHRS13 SHR
KMO and Bartlett's Test
.549
134.941
91
.002
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
Approx. Chi-Square
df
Sig.
Bartlett's Test of
Sphericity
26
-
7/28/2019 St Mgt Paper Jan 2013
27/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Anti-image Matrices
.745 -.062 -.201 .094 .076 -.076 -.039 .021 -.112 -.118 -.141 .166 .034 .035
-.062 .792 -.017 .022 .005 .038 -.046 -.226 -.201 .066 -.021 -.030 .077 .126
-.201 -.017 .768 -.057 -.117 .098 .103 -.014 -.015 -.092 .023 -.150 -.017 -.189
.094 .022 -.057 .686 -.011 -.213 -.016 -.008 -.006 -.181 .030 -.073 -.007 -.153
.076 .005 -.117 -.011 .906 -.112 -.113 .068 .054 .049 -.106 .087 .094 .093
-.076 .038 .098 -.213 -.112 .669 .069 -.225 -.178 .021 -.095 -.062 .076 .073
-.039 -.046 .103 -.016 -.113 .069 .567 -.166 -.040 -.173 .000 -.176 -.008 -.226
.021 -.226 -.014 -.008 .068 -.225 -.166 .623 .176 .080 .063 -.002 -.085 -.104
-.112 -.201 -.015 -.006 .054 -.178 -.040 .176 .650 .012 -.039 .104 -.214 -.122
-.118 .066 -.092 -.181 .049 .021 -.173 .080 .012 .743 -.102 -.020 .025 .112
-.141 -.021 .023 .030 -.106 -.095 .000 .063 -.039 -.102 .703 -.233 -.144 -.088
.166 -.030 -.150 -.073 .087 -.062 -.176 -.002 .104 -.020 -.233 .667 .048 .130
.034 .077 -.017 -.007 .094 .076 -.008 -.085 -.214 .025 -.144 .048 .844 .019
.035 .126 -.189 -.153 .093 .073 -.226 -.104 -.122 .112 -.088 .130 .019 .582
.539a -.081 -.266 .132 .093 -.108 -.059 .030 -.161 -.158 -.195 .235 .042 .054
-.081 .452a -.022 .030 .005 .052 -.069 -.322 -.280 .086 -.028 -.042 .095 .185
-.266 -.022 .522a -.079 -.141 .136 .157 -.020 -.021 -.122 .031 -.210 -.021 -.283
.132 .030 -.079 .681a -.014 -.315 -.026 -.013 -.009 -.253 .044 -.108 -.010 -.242
.093 .005 -.141 -.014 .306a -.144 -.157 .090 .071 .059 -.132 .112 .108 .128
-.108 .052 .136 -.315 -.144 .503a .112 -.348 -.270 .030 -.139 -.093 .101 .117
-.059 -.069 .157 -.026 -.157 .112 .611a -.280 -.067 -.266 .000 -.286 -.012 -.394
.030 -.322 -.020 -.013 .090 -.348 -.280 .510a .277 .118 .095 -.002 -.118 -.172
-.161 -.280 -.021 -.009 .071 -.270 -.067 .277 .518a .017 -.057 .158 -.288 -.199
-.158 .086 -.122 -.253 .059 .030 -.266 .118 .017 .599a -.141 -.028 .031 .170
-.195 -.028 .031 .044 -.132 -.139 .000 .095 -.057 -.141 .641a -.340 -.187 -.137
.235 -.042 -.210 -.108 .112 -.093 -.286 -.002 .158 -.028 -.340 .510a .064 .209
.042 .095 -.021 -.010 .108 .101 -.012 -.118 -.288 .031 -.187 .064 .518a .027
.054 .185 -.283 -.242 .128 .117 -.394 -.172 -.199 .170 -.137 .209 .027 .524
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Anti-image Covariance
Anti-image Correlation
HRS1 HRS2 HRS3 HRS4 HRS5 HRS6 HRS7 SHRS8 SHRS9 SHRS10 SHRS11 SHRS12 SHRS13 SHRS14
Measures of Sampling Adequacy(MSA)a.
27
-
7/28/2019 St Mgt Paper Jan 2013
28/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Communalities
1.000 .673
1.000 .749
1.000 .596
1.000 .629
1.000 .530
1.000 .756
1.000 .619
1.000 .719
1.000 .688
1.000 .511
1.000 .624
1.000 .737
1.000 .635
1.000 .773
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Initial Extraction
Extraction Method: Principal Component Analysis.
Total Variance Explained
2.788 19.912 19.912 2.788 19.912 19.912 1.844 13.169 13
1.642 11.731 31.643 1.642 11.731 31.643 1.694 12.099 25
1.452 10.370 42.013 1.452 10.370 42.013 1.520 10.856 36
1.253 8.951 50.964 1.253 8.951 50.964 1.416 10.113 46
1.066 7.614 58.577 1.066 7.614 58.577 1.398 9.983 56
1.039 7.419 65.996 1.039 7.419 65.996 1.369 9.776 65
.936 6.682 72.678
.809 5.779 78.457
.723 5.162 83.619
.697 4.976 88.596
.519 3.706 92.302
.456 3.256 95.558
.321 2.292 97.850
.301 2.150 100.000
Component
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulativ
Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loading
Extraction Method: Principal Component Analysis.
28
-
7/28/2019 St Mgt Paper Jan 2013
29/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Component Matrixa
.308 .590 -.171 .239 .371 -.077
.248 .121 .552 .336 .329 -.385
.414 .173 -.375 -.194 .466 -.002
.594 -.260 -.064 -.091 -.169 .409
.076 -.247 -.178 .409 .275 .435
.470 -.111 .296 .496 -.182 .396
.671 -.239 .084 -.267 .089 -.160
.448 -.307 .620 -.101 .146 -.088
.391 .666 .175 .118 -.138 .165
.453 -.051 -.533 .069 -.015 -.117
.558 .097 -.292 .323 -.257 -.219
.425 -.517 -.209 .152 -.185 -.433
.237 .473 .104 -.165 -.551 -.117
.569 .099 .086 -.608 .114 .222
HRS1
HRS2
HRS3
HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
1 2 3 4 5 6
Component
Extraction Method: Principal Component Analysis.
6 components extracted.a.
Rotated Component Matrixa
-.059 .047 .792 .143 .134 .043
-.084 .011 .203 .040 .835 .039
.397 .170 .601 -.167 -.089 -.114
.542 .245 -.076 .028 -.150 .496
-.068 .022 .162 -.470 -.107 .516
.059 .113 -.045 .114 .235 .819
.632 .378 .017 .008 .275 .013
.470 .015 -.219 -.035 .651 .157
.076 -.120 .434 .616 .106 .298
.158 .591 .294 -.033 -.214 .052
-.019 .658 .243 .283 .022 .227
.098 .799 -.218 -.127 .159 .006
.075 .077 -.005 .787 -.050 -.035
.841 -.072 .162 .183 -.024 -.002
HRS1
HRS2
HRS3HRS4
HRS5
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
1 2 3 4 5 6
Component
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 7 iterations.a.
29
-
7/28/2019 St Mgt Paper Jan 2013
30/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Component Transformation Matrix
.621 .521 .301 .226 .251 .371
-.179 -.334 .650 .646 -.052 -.116
.103 -.485 -.353 .221 .746 .157
-.701 .250 .183 -.124 .262 .573
.158 -.263 .573 -.673 .313 -.163
.234 -.500 .012 -.120 -.460 .685
Component1
2
3
4
5
6
1 2 3 4 5 6
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
After Iteration 2
Variable: SHRM Practices
Descriptive Statistics
3.9833 1.14228 60
3.7333 1.23325 60
3.9333 1.24692 60
4.5500 .74618 60
4.0333 1.16396 60
4.2000 .95314 60
3.7000 1.27957 60
3.8833 1.18023 60
4.0167 1.17158 60
3.9000 1.20310 60
3.3167 1.34658 60
4.1333 1.12697 60
HRS1
HRS3
HRS4
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Mean Std. Deviation Analysis N
Correlation Matrix
1.000 .261 -.025 .110 .064 -.028 .298 .200 .228 -.125 .081 .081
.261 1.000 .176 -.022 .113 .032 .110 .200 .156 .153 .052 .294
-.025 .176 1.000 .350 .282 .197 .104 .294 .163 .233 .033 .320
.110 -.022 .350 1.000 .115 .319 .229 .074 .222 .157 .009 .052
.064 .113 .282 .115 1.000 .376 .109 .287 .223 .317 .069 .449
-.028 .032 .197 .319 .376 1.000 -.047 -.039 .027 .151 .055 .259
.298 .110 .104 .229 .109 -.047 1.000 .055 .196 -.130 .312 .240
.200 .200 .294 .074 .287 -.039 .055 1.000 .259 .207 .013 .063
.228 .156 .163 .222 .223 .027 .196 .259 1.000 .338 .190 .165
-.125 .153 .233 .157 .317 .151 -.130 .207 .338 1.000 -.043 .010
.081 .052 .033 .009 .069 .055 .312 .013 .190 -.043 1.000 .128
.081 .294 .320 .052 .449 .259 .240 .063 .165 .010 .128 1.000
HRS1
HRS3
HRS4
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Correlation
HRS1 HRS3 HRS4 HRS6 HRS7 SHRS8 SHRS9 SHRS10 SHRS11 SHRS12 SHRS13 SHRS14
30
-
7/28/2019 St Mgt Paper Jan 2013
31/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
KMO and Bartlett's Test
.584
118.665
66
.000
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
Approx. Chi-Square
df
Sig.
Bartlett's Test ofSphericity
Anti-image Matrices
.757 -.200 .098 -.066 -.034 -.003 -.147 -.120 -.139 .160 .033 .0
-.200 .784 -.059 .088 .092 -.012 -.013 -.087 .009 -.144 -.003 -.1
.098 -.059 .687 -.221 -.017 -.001 .001 -.184 .030 -.072 -.009 -.1
-.066 .088 -.221 .685 .061 -.237 -.181 .025 -.112 -.052 .088 .0
-.034 .092 -.017 .061 .584 -.198 -.051 -.170 -.015 -.175 .008 -.2
-.003 -.012 -.001 -.237 -.198 .702 .141 .109 .074 -.019 -.081 -.0
-.147 -.013 .001 -.181 -.051 .141 .709 .028 -.042 .101 -.222 -.1
-.120 -.087 -.184 .025 -.170 .109 .028 .752 -.098 -.023 .014 .1
-.139 .009 .030 -.112 -.015 .074 -.042 -.098 .716 -.231 -.136 -.0
.160 -.144 -.072 -.052 -.175 -.019 .101 -.023 -.231 .677 .044 .1
.033 -.003 -.009 .088 .008 -.081 -.222 .014 -.136 .044 .862 -.0
.040 -.188 -.164 .085 -.225 -.089 -.110 .103 -.079 .135 -.003 .6
.538a -.260 .136 -.092 -.051 -.005 -.200 -.159 -.188 .224 .041 .0
-.260 .565a -.081 .120 .136 -.016 -.017 -.113 .012 -.198 -.004 -.2
.136 -.081 .670a -.322 -.026 -.002 .001 -.256 .043 -.106 -.011 -.2
-.092 .120 -.322 .502a .096 -.342 -.259 .034 -.159 -.076 .114 .1
-.051 .136 -.026 .096 .626a -.310 -.079 -.256 -.023 -.278 .012 -.3
-.005 -.016 -.002 -.342 -.310 .547a .200 .150 .105 -.028 -.104 -.1
-.200 -.017 .001 -.259 -.079 .200 .575a .039 -.058 .146 -.285 -.1
-.159 -.113 -.256 .034 -.256 .150 .039 .611a -.133 -.032 .017 .1
-.188 .012 .043 -.159 -.023 .105 -.058 -.133 .660a -.332 -.173 -.1
.224 -.198 -.106 -.076 -.278 -.028 .146 -.032 -.332 .534a .057 .2
.041 -.004 -.011 .114 .012 -.104 -.285 .017 -.173 .057 .548a -.0
.059 -.271 -.253 .130 -.376 -.135 -.167 .152 -.120 .210 -.004 .5
HRS1
HRS3
HRS4
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
HRS1
HRS3
HRS4
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Anti-image Covariance
Anti-image Correlation
HRS1 HRS3 HRS4 HRS6 HRS7 SHRS8 SHRS9 SHRS10 SHRS11 SHRS12 SHRS13 SHRS1
Measures of Sampling Adequacy(MSA)a.
31
-
7/28/2019 St Mgt Paper Jan 2013
32/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Communalities
1.000 .637
1.000 .573
1.000 .497
1.000 .849
1.000 .627
1.000 .621
1.000 .664
1.000 .551
1.000 .654
1.000 .719
1.000 .735
1.000 .745
HRS1
HRS3
HRS4
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
Initial Extraction
Extraction Method: Principal Component Analysis.
Total Variance Explained
2.745 22.875 22.875 2.745 22.875 22.875 1.874 15.614 15.614
1.618 13.482 36.357 1.618 13.482 36.357 1.662 13.846 29.461
1.326 11.047 47.404 1.326 11.047 47.404 1.538 12.815 42.276
1.173 9.776 57.181 1.173 9.776 57.181 1.412 11.767 54.043
1.011 8.422 65.603 1.011 8.422 65.603 1.387 11.560 65.603
.877 7.305 72.908
.819 6.822 79.730
.708 5.901 85.630
.569 4.744 90.375
.460 3.831 94.205
.368 3.064 97.269
.328 2.731 100.000
Component
1
2
3
4
5
6
7
8
9
10
11
12
Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %
Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
Extraction Method: Principal Component Analysis.
32
-
7/28/2019 St Mgt Paper Jan 2013
33/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Component Matrixa
.301 .615 -.183 .044 -.363
.424 .229 -.296 -.459 -.207
.610 -.247 .036 .069 -.241
.455 -.118 .259 .664 -.348
.669 -.260 .104 -.275 .159
.419 -.412 .518 -.011 -.084
.375 .639 .278 .193 .012
.475 .019 -.561 -.002 -.104
.562 .156 -.323 .312 .334
.430 -.496 -.405 .154 .317
.244 .438 .275 .083 .633
.587 .065 .348 -.524 -.006
HRS1
HRS3
HRS4
HRS6
HRS7
SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
1 2 3 4 5
Component
Extraction Method: Principal Component Analysis.
5 components extracted.a.
Rotated Component Matrixa
-.084 -.051 .751 .194 .159
.348 .153 .616 -.077 -.207
.430 .284 .158 -.116 .439
.043 .111 .031 .073 .910
.704 .350 .008 .077 .055
.605 -.038 -.272 -.032 .422
.067 -.149 .385 .645 .270
.061 .566 .461 -.116 .035
.001 .650 .195 .413 .150
.154 .801 -.194 -.107 .066
.107 .067 -.087 .835 -.115
.808 -.077 .224 .183 -.047
HRS1
HRS3
HRS4
HRS6
HRS7SHRS8
SHRS9
SHRS10
SHRS11
SHRS12
SHRS13
SHRS14
1 2 3 4 5
Component
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 11 iterations.a.
33
-
7/28/2019 St Mgt Paper Jan 2013
34/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Component Transformation Matrix
.638 .505 .360 .259 .376
-.277 -.316 .635 .630 -.150
.421 -.665 -.398 .332 .332
-.582 .227 -.203 .233 .717
.008 .388 -.516 .609 -.461
Component1
2
3
4
5
1 2 3 4 5
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Variable: Employee Motivation
Factor Analysis
Descriptive Statistics
3.6167 1.43906 60
3.7000 1.26625 60
4.0833 1.10916 60
3.9167 1.30568 60
3.9333 1.19131 60
EM15
EM16
EM17
EM18
EM19
Mean Std. Deviation Analysis N
Correlation Matrix
1.000 .168 .339 .073 .163
.168 1.000 .187 .436 .099
.339 .187 1.000 .017 .376
.073 .436 .017 1.000 .203
.163 .099 .376 .203 1.000
EM15
EM16
EM17
EM18
EM19
Correlation EM15 EM16 EM17 EM18 EM19
KMO and Bartlett's Test
.531
33.463
10
.000
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
Approx. Chi-Square
df
Sig.
Bartlett's Test of
Sphericity
34
-
7/28/2019 St Mgt Paper Jan 2013
35/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Anti-image Matrices
.872 -.077 -.230 -.013 -.028
-.077 .767 -.133 -.338 .058
-.230 -.133 .750 .114 -.282
-.013 -.338 .114 .766 -.175
-.028 .058 -.282 -.175 .815
.657a -.094 -.285 -.016 -.033
-.094 .524a -.175 -.441 .074
-.285 -.175 .524a .150 -.361
-.016 -.441 .150 .471a -.221
-.033 .074 -.361 -.221 .541a
EM15
EM16
EM17
EM18
EM19
EM15
EM16
EM17
EM18
EM19
Anti-image Covariance
Anti-image Correlation
EM15 EM16 EM17 EM18 EM19
Measures of Sampling Adequacy(MSA)a.
Communalities
1.000 .447
1.000 .680
1.000 .701
1.000 .759
1.000 .456
EM15
EM16
EM17
EM18
EM19
Initial Extraction
Extraction Method: Principal Component Analysis.
Total Variance Explained
1.830 36.594 36.594 1.830 36.594 36.594 1.601 32.028 32.028
1.214 24.282 60.876 1.214 24.282 60.876 1.442 28.848 60.876
.868 17.353 78.229
.641 12.813 91.042
.448 8.958 100.000
Component1
2
3
4
5
Total % o f Var iance Cumula tive % Total % o f Var iance Cumula tive % Total % o f Var iance Cumula tive %
Ini tial E igenva lues Ext ract ion Sums o f Squared Loadings Rotat ion Sums o f Squared Loadings
Extraction Method: Principal Componen t Analysis.
35
-
7/28/2019 St Mgt Paper Jan 2013
36/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
Component Matrixa
.567 -.355
.624 .539
.664 -.510
.542 .682
.620 -.269
EM15
EM16
EM17
EM18
EM19
1 2
Component
Extraction Method: Principal Component Analysis.
2 components extracted.a.
Rotated Component Matrixa
.666 .064
.166 .808
.837 8.74E-005
.015 .871
.655 .164
EM15EM16
EM17
EM18
EM19
1 2
Component
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 3 iterations.a.
Component Transformation Matrix
.793 .609
-.609 .793
Component
1
2
1 2
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
---------END--------
36
-
7/28/2019 St Mgt Paper Jan 2013
37/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION 37
-
7/28/2019 St Mgt Paper Jan 2013
38/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION 38
-
7/28/2019 St Mgt Paper Jan 2013
39/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION 39
-
7/28/2019 St Mgt Paper Jan 2013
40/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
References
40
-
7/28/2019 St Mgt Paper Jan 2013
41/42
SHRM PRACTICES AND EMPLOYEES MOTIVATION
ABDULKADIR, D. S., & ADEDOYIN, S. I. INFLUENCES OF FIRM SIZE, AGE ANDORGANIZATIONAL CLIMATE ON THE ADOPTION OF STRATEGIC HUMANRESOURCE MANAGEMENT PRACTICES.
Analoui, F., & Karami, A. (2002). How chief executives perception of theenvironment impacts on company performance.Journal of ManagementDevelopment, 21(4), 290-305.
Becker, B. E., & Huselid, M. A. (1992). The incentive effects of tournamentcompensation systems.Administrative Science Quarterly, 336-350.
Bratton, J. (1999). The human resource management phenomenon.J. Bratton &
J. Gold. Human Resource Management-Theory and Practice, 4-36.Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource
management practices on perceptions of organizational performance.Academy of management journal, 39(4), 949-969.
Delery, J. E. (1998). Issues of fit in strategic human resource management:Implications for research. Human resource management review.
Dimba, B., KObonyo, P., & Kiraka, R. (2008). THE EFFECT OF STRATEGICHUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONALPERFORMANCE OF MANUFACTURING MULTINATIONAL COMPANIES INKENYA: THE MEDIATING ROLE OF EMPLOYEE MOTIVATION: StrathmoreUniversity, Faculty of Commerce.
Gerhart, B., & Milkovich, G. T. (1992). Employee compensation: Research and
practice: Consulting Psychologists Press.Glen, J. D. (1994).An introduction to the microstructure of emerging markets:
World Bank Publications.Guest, D. E. (1997). Human resource management and performance: a review
and research agenda. International Journal of Human ResourceManagement, 8(3), 263-276.
41
-
7/28/2019 St Mgt Paper Jan 2013
42/42