This empirical research aims to investigate the relationship between Human Resource Management (HRM) practices, Person-Organization (P-O) fit and Job Satisfaction (JS) from the nurses’ perspective working in Private Hospitals in Jordan. This study examines the individual effect of HRM practices i.e. Recruitment and Selection (RS); Training and Development (TD); and Performance Appraisal (PA) on P-O fit and JS. In addition, it also examines the mediating effect of P-O fit on the relationship between HRM practices and JS. Total of 274 responses were collected directly using structured questionnaire via convenience sampling technique. The result was analyzed with PLS-SEM. Findings indicate that RS and PA were found to have significant effect on P-O fit. TD did not have any significant effect on P-O fit. In addition, P-O fit also had significant effect on nurse’s JS. In terms of mediating effect, P-O fit only mediated the relationship between RS and PA toward JS. However, there was no mediation effect on the relationship between TD and JS. This study may provide an initial blueprint for further investigation of other theoretical nurses’ job satisfaction and turnover intention related models. Finally, the study findings work as evidence about the new realization among the Jordanian organizations about the importance of adaption the HRM practices.

The purpose of this paper is to assess the impact of performance appraisal on job performance focusing on the role of Motivation in the governmental sector in Qatar. While many organiza-tions consider performance appraisal (PA) an important tool to measure and evaluate employees’ performance, PA can be used as an effective tool to maintain the capabilities and effectiveness of the workforce. In general, PA can be a crucial tool to motivate employees and leverage their job performance and thus can be considered as a competitive advantage over rivals. This paper has identified main factors of PA from the previous pieces of literature and prioritized the most influencing factors affecting PA such as purpose (PAP), criteria (PAC), leadership (PAL), and methods of evaluations (PAE) on employee’s motivation as well as their relationships with job performance. Besides, the study sought to fill the literature gap on the performance management field in the context of Qatar for future research. In the course of this study, descriptive research design was adopted in the form of a survey. The survey was distributed, and 294 responses were collected. The conclusion of the finding was that the PAP and PAE had impacts on employee’s motivation and job performance, while PAC and PAL did not. In addition, the findings illustrate a positive correlation between employee’s motivation and performance. Human Resource managers of organizations may use findings to better support employees’ motivation and performance.

Performance appraisal is an ongoing process between managers and employees. In fact, the fairer the process in designing the performance appraisal, the better the employee satisfaction. However, realizing fairness in performance appraisal process is a tedious task. The main objective of this study is to investigate the relationship between how employees may perceive fairness of performance appraisal system and how this would affect work performance and intention to leave. This investigation is likely to be executed among physicians working in the health sector in Qatar. In order to achieve this objective, a model is framed and investigated where about one hundred physicians respond to a questionnaire which was designed in order to assess the performance appraisal satisfaction. Statistical results show a partial positive relationship between organizational justice (in-terview, and outcome) and performance appraisal satisfaction. Moreover, partial positive relation-ship between performance appraisal satisfaction and work performance is statistically proven. Differently, a weak relationship is noticed between intention to leave and perceiving fairness in performance appraisal.

The purpose of this study is to develop a fuzzy Analytic Network Process (ANP) model that has the ability to evaluate employee performance in different strategies. A team of experts in the field of strategic human resource management and senior management of an organization engaged in steel production were involved in the study. The data collection tool was a questionnaire that was designed based on the criteria of organization's performance appraisal system. The results showed that in cost leadership strategy, compliance of work hierarchy, quantity of work and the ability to make important decisions constituted the highest coefficients, while in the focus strategy, participate in group work, power of supervision and administration and decision making ability had the highest importance. In differentiation strategy, innovation and creativity, quality and offering constructive suggestions received higher ratings than other criteria. Finally, the developed model was used to evaluate the performance of a sample employee.

This paper presents an empirical investigation to measure the performance of holding company compared with the performance of market using Sharp ratio over the period of 2008-2011. SHASTA is one of the biggest holding firms in Iran, owned by social security organization, and has some subsidiary firms. The study measures the risk of holding firm and market performance firms listed on Tehran Stock Exchange using the Sharp ratio. To compare the performance of holding versus subsidiary firms as well as the market, the study first performs normality test on the data. Statistical data for the performance of holding company is not normally distributed but all subsidiary data are normally distributed. Therefore, the study uses non-parametric test to measure the performance for holding company and parametric test is employed to measure the performance of other firms. The result of our investigation indicates that there was no difference between the performance of holding firm and market performance.

Human resources are considered as one of the key components of any organization to reach its objectives. Human resources help organization performance doing organizational duties and making employees’ improvement. Because of this, employee performance appraisal has changed to one of the most important issues for top managers. Performance appraisal is necessary to select useful strategies for increasing productivity of human resource management along with productivity of employee to get strategic targets. In this study, we extract effective factors on increasing of employee performance and subsequently, present some suggestions to managers of academic organizations. The study was performed on some employees who worked for Islamic Azad University in 2013. Cronbach alpha was equal to 99.4% for employee performance appraisal, which confirmed the overall survey. To recognize key factors we used path analysis technique too. The results of the study revealed that in this school, employee performance in practical field was higher than expected, but in terms of operational and behavioral fields, they were in the middle stage.


DOI: 10.5267/j.msl.2013.05.002
Keywords:

Today, organizations for holding and improving their competing merit use performance measurement for evaluation, control, supervision and improvement of their trading processes. Medium and small companies in technology and science parks are very useful in economic revivification and technology development. Technology and science parks have provided necessary consultations, information, suitable equipments, and services for developing technology unites and prepare them for independent presence in industry. One of the necessary elements for the success and improvement of performance in these companies is to establish and implement balanced scorecard, which can be used to reach desired goals, strategies and to improve performance. In this article, we use a structured method for calculating efficiency of four perspectives of balanced scorecard. Statistical society of this research was Semnan technology and Science Park and seven experts are selected for answering questions of the survey. We also complete questionnaire and determine index and relative importance of all indices. For developing strategic goals of Semnan technology and science park according to four perspectives of balanced score card (finance, growth and learning, internal process), six meetings were hold and finally all crisis macro goals index were identified and they were analyzed for evaluating performance.

Successful organizations share some identical factors that pave the way for their success. Among these factors, strategic management is the key to success for organizations to contribute more to the competitive world market of today. In this respect, the pivotal role of outsourcing cannot be denied. This research parallelizes the criteria affecting the outsourcing success as presented in Elmuti model with the Balanced score card method in the Tose & apos; e Ta & apos; avon Bank. In this research, questionnaires and interviews with experts helped determine the strategic goals at four perspectives of balanced score card method (at Tose & apos; e Ta & apos; avon Bank) and the relative weights were computed for each of balance score card (BSC) perspectives by using AHP method. As the next step, the indexes were prioritized by applying the quality function development(QFD) technique and considering strategic goals at four perspectives in section "WHAT" and the outsourcing success criteria of Elmuti model in section "HOW". At the end of algorithm, the results are compared with the Elmuti method. Based on the results, the hybrid proposed technique seems to perform better than Elmuti.