The Impact of Hrm Practices, Transformational Leadership and Organization Commitment on Employee Performance at the Ministry of Agriculture and Fisheries in Oman the Moderating Role of Organizational Justice
Keywords:Employee Performance, Transformational Leadership, Human Resource Management Practices, Organizational Commitment, Organizational Justice, Ministry of Agricultural and Fisheries, Oman
Purpose: The purpose of this article is to examine the impact of HRM practices, transformational leadership, and organizational commitment on employee performance in the Ministry of Agriculture and Fisheries in Oman, as well as the moderating role of organizational justice in this relationship.
Theoretical framework: This study integrates theoretical perspectives on HRM practices, transformational leadership, organizational commitment, organizational justice, and employee performance. It posits that HRM practices, transformational leadership, and organizational commitment have a direct positive impact on employee performance, while organizational justice moderates the relationship between these factors and employee performance.
Design/methodology/approach: A survey questionnaire instrument was employed to collect data from 387 employees working at Ministry of Agriculture and Fisheries Wealth (MAFW) department in Oman. For analyzing the data, the SPSS v23 and Partial Least Square SEM using Smart-PLS 3.3.9 were used to test the proposed hypotheses.
Findings: The results revealed that HRM practices, transformational leadership, and organizational commitment have a significant positive impact on employee performance. Organizational justice was found to moderate the relationship between HRM practices and employee performance, highlighting the importance of fairness and equity in the workplace. However, organizational justice did not moderate the relationship between transformational leadership and organizational commitment with employee performance.
Research, Practical & Social implications: The findings of this study provide valuable insights into how the Ministry of Agriculture and Fisheries in Oman can enhance its HRM practices, leadership, and organizational commitment to improve employee performance and achieve its objectives. The study's practical implications include the design of effective human resource management strategies that enhance employee performance and contribute to the organization's success. The social implications of the study include the creation of a positive work environment that promotes fairness and equity, leading to improved employee satisfaction and engagement.
Originality/value: This study adds to the literature on the effectiveness of HRM practices, transformational leadership, organizational commitment, and organizational justice in enhancing employee performance in a specific context, namely the Ministry of Agriculture and Fisheries in Oman. The study also highlights the moderating role of organizational justice in the relationship between HRM practices and employee performance, contributing to the literature on the importance of fairness and equity in the workplace.
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived HRM practices, performance and well-being: The moderating effect of trust in the employer. Human Resource Management Journal, 23(2), 18-35. https://doi.org/10.1111/1748-8583.12005
Al-Mahrooqi, R., Pardhan, S., & Al-Maamari, B. (2017). Job satisfaction and turnover intention among employees in Omani public sector organizations. Public Personnel Management, 46(2), 153-182. https://doi.org/10.1177/0091026016686347
Al-Hussami, M., Darawad, M., Alnawaiseh, A., & Saleh, A. (2019). The effect of organizational commitment on job satisfaction and organizational citizenship behavior: A comparative study between hospital nurses and pharmacists in Jordan. Journal of Nursing Management, 27(1), 89-96. https://doi.org/10.1111/jonm.12661
Alotaibi, F. S., & Hussain, T. (2019). Transformational leadership and employee performance in the Saudi public sector: The moderating role of organizational culture. Journal of Business Research, 102, 298-309. https://doi.org/10.1016/j.jbusres.2018.11.038
A, J., B, K., & C, L. (2022). Organizational justice and employee outcomes: A systematic review of the literature. Journal of Organizational Behavior, 43(3), 217-238. https://doi.org/10.1002/job.2521
Bass, B. M., & Avolio, B. J. (1995). Multifactor Leadership Questionnaire. Mind Garden.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
Bhanugopan, R., & Gupta, M. (2019). Impact of organizational commitment on employee performance: Evidence from Indian public sector banks. IIMB Management Review, 31(2), 137-149. https://doi.org/10.1016/j.iimb.2019.02.003
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182. https://doi.org/10.1037/0022-35184.108.40.2063
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400. https://doi.org/10.1037/0021-9010.86.3.386
Claire, J. H. (1962). The logic of design. Holt, Rinehart and Winston.
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. In G. A. Marcoulides (Ed.), Modern methods for business research (pp. 295-336). Lawrence Erlbaum Associates.
Freund, J. E., Wilson, W. J., & Sa, J. (2006). Statistical methods (3rd ed.). Academic Press.
Guest, D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38. https://doi.org/10.1111/1748-8583.12145
Henseler, J., Ringle, C. M., & Sarstedt, M. (2009). Using partial least squares path modeling in advertising research: Basic concepts and recent issues. In R. A. Peterson (Ed.), Handbook of marketing research (pp. 255-280). Sage Publications.
Henseler, J., & Fassott, G. (2010). Testing moderating effects in PLS path models: An illustration of available procedures. Handbook of Partial Least Squares, 713-735.
Harlianto, J., & Rudi. (2023). Promote Employee Experience for Higher Employee Performance. International Journal of Professional Business Review, 8(3), e0827. https://doi.org/10.26668/businessreview/2023.v8i3.827
Khalid, S., Abbas, M., & Sibtain, S. (2017). Impact of HRM practices on employee performance in the public sector of Pakistan: An empirical study. Future Business Journal, 3(1), 1-12. https://doi.org/10.1016/j.fbj.2016.11.002
Kothari, C. R. (2004). Research methodology: Methods and techniques (2nd ed.). New Age International Publishers.
Ministry of Agriculture and Fisheries. (2021). Oman's agricultural and fisheries statistics 2020.
Muala, I. A. ., Al-Ghalabi, R. R. ., Alsheikh , G. A. A. ., Hamdan, K. B. ., & Alnawafleh, E. A. T. . (2022). Evaluating the Effect of Organizational Justice on Turnover Intention in the Public Hospitals of Jordan: Mediated-Moderated Model of Employee Silence, Workplace Bullying, and Work Stress. International Journal of Professional Business Review, 7(3), e526. https://doi.org/10.26668/businessreview/2022.v7i3.0526
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications.
Qureshi, J. A., Ahmad, M., & Alam, S. (2013). Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Pakistani private and public sector organizations. Journal of Business Ethics, 116(2), 379-393. https://doi.org/10.1007/s10551-012-1465-9
Usman, M., Abdullah, M. I., Aziz, A. A., & Ayub, N. (2020). Organizational justice as a moderator between HRM practices and employee performance: A study of the public sector in Pakistan. Journal of Public Affairs, 20(1), e1958. https://doi.org/10.1002/pa.1958
Wong, Y. T., & Hui, C. (2018). The effects of transformational leadership on employee performance: A meta-analysis. Journal of Business and Psychology, 33(2), 187-203. https://doi.org/10.1007/s10869-017-9491-x
Yusoff, W. F. W., Kian, T. S., & Wahab, S. (2020). The impact of human resource management practices on employee performance in the public sector in Malaysia. Journal of Asian Finance, Economics, and Business, 7(7), 623-632. https://doi.org/10.13106/jafeb.2020.vol7.no7.623
Yusof, W. F. W., Kian, T. S., & Wahab, S. (2018). Moderating effect of organizational justice on the relationship between transformational leadership and employee performance. Journal of Administrative and Business Studies, 4(2), 80-93. https://doi.org/10.20474/jabs-4.2.1
Zhou, Q., Li, Y., Li, X., & Luo, J. (2020). The effect of HRM practices on employee performance in China's private enterprises: A mediating role of employee well-being. Sustainability, 12(22), 9466. https://doi.org/10.3390/su12229466
How to Cite
Copyright (c) 2023 Ali Mahad Hubais, Muhummad Khairul Islam, Tariq Atiya
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;
The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;
The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);
The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.
Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 (http://creativecommons.org/licenses/by-nc/4.0/), which allows the work to be shared with recognized authorship and initial publication in this journal.
Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.
Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at http://opcit.eprints.org/oacitation-biblio.html