ARTICLE

ELEVATING ORGANIZATIONAL PERFORMANCE DECODING THE POWER OF HRM PRACTICES AT PAKISTAN INTERNATIONAL AIRLINES

  1. HOME
  2. ARTICLE

54 Pages : 589-607

http://dx.doi.org/10.31703/gssr.2023(VIII-I).54      10.31703/gssr.2023(VIII-I).54      Published : Mar 2023

Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines

Abstract

    The study assessed Human Resource Management's (HRM) impact on Pakistan International Airlines' (PIA) performance, exploring its contribution to financial success and the role of employee engagement. 371 valid responses were collected from 400 distributed questionnaires, achieving an 86% response rate, with 35% female and 65% male respondents. Data analysis employed SPSS for descriptive analysis and Cronbach's Alpha for reliability. The study's main goals were to evaluate PIA's HRM practices, revealing a positive HRM effect on performance through SPSS regression analysis. Governance and HRM practices were identified as root challenges. Recommendations included VIP protocol elimination, increased employee development investment, monitored flights by senior staff, and strong HRM implementation to promote efficiency, productivity, and growth. The study stresses a dedicated HR department's importance for competitive advantage, providing insights for PIA's strategic decisions and performance enhancement.

    (1) Muhammad Gulraiz Tariq
    PhD Scholar, Department of Business Administration, Ghazi University, Dera Ghazi Khan, Punjab, Pakistan.
    (2) Muhammad Ziaullah
    Associate Professor, Department of Business Administration, Ghazi University, Dera Ghazi Khan, Punjab, Pakistan.
    (3) Sara Iftikhar
    PhD Scholar, Department of Business Administration, Ghazi University, Dera Ghazi Khan, Punjab, Pakistan.
Fulltext PDF

References

  • Akhtar, N. & Khan, R. A. (2011). Exploring the Paradox of Organizational Learning and Learning Organization. Interdisciplinary Journal of Contemporary Research in Business, 2(9), 257-270.
  • Al-Husan, F. Z. B., Brennan, R., & James, P. (2009). Transferring Western HRM practices to developing countries: the case of a privatized utility in Jordan. Personnel Review, 38(2), 104-123.
  • AL-Qudah, M. K. M., Osman, A., AbHalim, M. S., & Al-Shatanawi, H. A. (2014). The Effect of Human Resources Planning and Training and Development on Organizational Performance in the Government Sector in Jordan.International Journal of Academic Research in Business and Social Sciences, 4(4), 79-85.
  • Amanda Shantz, K. A. (2013). The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours.
  • Ambrose, M. L. (2003). Organizational structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory Employee Engagement.
  • Amin, M., Ismail, W. K. W., Rasid, S. Z. A., &Selemani, R. D. A. (2014). The impact of human resource management practices on performance: Evidence from a Public University. The TQM Journal, 26(2), 125- 142.
  • Ana-Maria, G., Florica, B., & Catalina, R. (2011). Modern Instruments For Measuring Organizational Performance. [On-line] 2010(2), 151. http://anale.steconomiceuoradea.ro
  • Ankerberg, J., Weldon, J., & Burroughs, D. (2008). The facts on Islam. Harvest House Publishers.
  • Ansari, A., Azhar, T., Farrukh, M., Qadri, K., & Mubin, M. (2014). Beyond the Quick Fix Model – Evidence from Telecommunication Giant of Pakistan “PTCL.” Information and Knowledge Management, 4(4), 139– 151. https://www.iiste.org/Journals/index.php/IKM/article/download/12261/12613
  • Awan, U., Waqas, M. &Naqvi, I. H. (2013). Balanced Human Resource Management Averted Unions in Private Sector of Pakistan. Middle-East Journal of Scientific Research, 16(6), 860-864.
  • Becker, B., &Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39(4), 779-801.
  • Bentler, P. M., & Chou, C. P. (1987). Practical issues in structural modeling. Sociological Methods & Research, 16(1), 78-117.
  • Bonavia, T., & Marin‐Garcia, J. A. (2011). Integrating human resource management into lean production and their impact on organizational performance. International Journal of Manpower, 32(8), 923–938. https://doi.org/10.1108/01437721111181679
  • Branine, M. (2004). Human resource management in Algeria.InBudhawar, P. S., &Debrah, Y. A. (Eds.).Human Resource Management in Developing Countries 5. Psychology Press. Taylor& Francis e-Library.
  • Branine, M. (2004). Human resource management in Algeria.InBudhawar, P. S., &Debrah, Y. A. (Eds.).Human Resource Management in Developing Countries 5. Psychology Press. Taylor& Francis e-Library.
  • Bronston, T., & Mayes, T. G. (2016). The effect of Human Resource Practices on perceived organizational support in the People's Republic of China. The International Journal of Humana Resource Management.
  • Brue Lious Rich, J. A. (2017). Job Engagement: Antecedents and Effects on Job Performance. Academy of Management.
  • Catherine Truss, A. S. (2013). Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The International Journal on Human Resource Management.
  • Chang, H. (2010). Adoption of e-procurement and participation of e-marketplace on firm performance: Trust as a moderator.
  • Chavan, M. (2009). The balanced scorecard: a new challenge. Journal of Management Development, 28(5), 393–406. ResearchGate. https://doi.org/10.1108/02621710910955930
  • Chukwunonso, F. (2009). The Development Of Human Resource Management From A Historical Perspective And its Implications For the Human Resource Manager. Unpublished manuscript, Federal University of Technology, Yola.
  • Dabić, M., Ortiz‐De‐Urbina‐Criado, M., & Romero‐Martínez, A. M. (2011). Human resource management in entrepreneurial firms: a literature review. International Journal of Manpower, 32(1), 14–33. https://doi.org/10.1108/01437721111121206
  • Daniel Tzabbar, S. T. (2016). Bridge over troubled water; replication, integration and extension of the relationship between HR Practices and Organizational Performance using moderating meta-analysis. Elsevier.
  • Dar, A. T., Bashir, M., Ghazanfar, F., &Abrar, M. (2014).Mediating Role of Employee Motivation in Relationship to Post-Selection HRM Practices and Organizational Performance. International Review of Management and Marketing, 4(3), 224-238.
  • Daron, A., & Robinson, J. A. (2012). Why Nations Fail: The Origins of Power, Prosperity, and Poverty. Izharsons.
  • 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.
  • Economic Survey of Pakistan. (2014). [On-line] Available http://www.finance.gov.pk/survey
  • Faruqi, E.A. (1991). Pakistan: A Crisis in the Renaissance of Islam: Sang-e-Meel Publications, Lahore, Pakistan.
  • Foley, M. (2014).Made in Pakistan. News Week Pakistan. Nov 1-15.
  • Gaurav Davea, L. F. (2016). Conceptualizing Employee Engagement in community- academic Research Partnerships Using Concept Mapping Approach: A multi-CTSA Study.
  • Giiauque, D. (2013). HR Practices, Intrinsic Motivators, and Organizational Performance in the Public Sector. Sage Journals.
  • Hameedullah, M. (1995).Khutbaat-e- Bahawalpur: Services Book Club GHQ, Rawalpindi, Pakistan.
  • Hendry, C. (2012). Human Resource Management.Routledge.
  • Heydy, J., & Toni, D. (2017). Perceived job security and its effects on Job performance, Unionized Vs. Non-Unionized Organizations. The International Journal of Social Sciences and Humanities Invention 4(8), 3761-3767, 2017
  • Jason, D., & Shaw, T.-Y. P. (2012). A resource- based perspective on human capital losses, HR investments, and organizational performance. Wiley Online Livrary.
  • aLFESA, A. C. (2012). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation mode.
  • Khilji, A. E. (2004). Human Resource Management in Pakistan.InBudhawar, P. S., &Debrah, Y. A. (Eds.).Human Resource Management in Developing Countries (Vol. 5). Psychology Press.Taylor & Francis e- Library.
  • Kouser, R., Qureshi, S., Shahzad, F., &Hasan, H. (2012).Factors influencing the customer’s satisfaction and switching behavior in cellular services of Pakistan. Interdisciplinary Journal of Research in Business, 2(1), 15-25.
  • Laura Innocenti, M. P. (2010). Trust as moderator in the relationship between HR practices and employee attitudes. Dr Laura Innocenti, LUISS Business School, Viale Pola.
  • Leat, M., & El-Kot, G. (2007). HRM practices in Egypt: the influence of national context? The International Journal of Human Resource Management, 18(1), 147–158. https://doi.org/10.1080/09585190601068557
  • Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A Conceptual review of human resource management system in strategic human resource management research.Research in personnel and human resources management, 25, 217–271
  • Liat Eldor, I. H. (2015). A process model of employee engagement: The learning climate and its relationship with extra-role performance behaviors. Journal of Organizational Behavior.
  • Lodhi, M. (2012).Concluding Note.InLodhi, M. (Ed.).Pakistan Beyond the ‘Crisis State’. Oxford University Press, Korangi, Karachi, Pakistan.
  • Luthans, F. (1992). Employee engagement and manager self‐efficacy. Journal of Management Development.
  • Ma, Z., Yu, K., Lee, Y., & Lee, Y. D. (2008).Mapping the Intellectual Structure of Human Resource Management Studies 1996-2005.Contemporary Management Research, 4(4), 381-400.
  • Mangi, R. A., Jhatial, A. A., Shah, S. A. A., &Ghumro, I. A. (2012). Human Resource Management Practices in Private Sector Organisations in Pakistan: Study of Cultural Influences. Global Journal of Management and Business Research, 12(7), 20-30.
  • Mellahi, K., & Wood, G. T. (2004).Human resource management in Saudi Arabia. InBudhawar, P. S., &Debrah, Y. A. (Eds.).Human Resource Management in Developing Countries (Vol. 5). Psychology Press.Taylor& Francis e-Library
  • Mellahi, K., & Budhwar, P. S. (2010). Introduction: Islam and human resource management. Personnel Review, 39(6), 685- 691
  • Onder, E., & Dogan, A. (2013). Ranking the Strategies of Human Resource Management During Economic Crisis Period Using Analytic Hierarchy Process. Advances in Management & Applied Economics, 3(5), 57- 72.
  • Perkins, S. J. (2003). Globalisation and IHRM: Partners in comparative perspective? Journal of European Industrial Training, 27(9), 461-472.
  • Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of Management
  • Rogers, E. W., & Wright, P. M. (1998).Measuring organizational performance in strategic human resource management: Problems and prospects.CAHRS Working Paper Series, 122.Cornell University, ILR School.
  • Saeed, K. A. (2013). Management Concepts and Cases: Khawaja Publications, Lahore, Pakistan.
  • Sanaz Vatankhah a. E. J. (2016). Perceived organizational support as the mediator of the relationships between high-performance work practices and counter-productive work behaviour: Evidence from Airline Industry. Journal of the Air Transport Management.
  • Sardar, S., Rehman, A., Yousaf, U., & Aijaz, A. (2011).Impact of HR practices on employee engagement in banking sector of Pakistan.Interdisciplinary journal of contemporary research in Business, 2(9), 378-389
  • Shahzad, K., Hussain, S., Chishti, A. F., &Nasir, Z. M. (2011). Organizational environment, job satisfaction and career growth opportunities: A link to employee turnover intentions in public sector of Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 2(9), 45-56.
  • Shuck, B. (2012). Employee Engagement and Leadership Exploring the Convergence of Two Frameworks and Implications for Leadership Development in HRD.
  • Tayeb, M. (2004).Human resource management in Iran.InBudhawar, P. S., &Debrah, Y. A. (Eds.).Human Resource Management in Developing Countries (Vol. 5). Psychology Press.Taylor& Francis e-Library
  • Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee Well‐being and the HRM–Organizational Performance Relationship: A Review of Quantitative Studies. International Journal of Management Reviews, 14(4), 391-407.
  • Williams, G., & Zinkin, J. (2010). Islam and CSR: A study of the compatibility between the tenets of Islam and the UN Global Compact. Journal of Business Ethics, 91(4), 519-533.
  • Williams, J. G. (2014). The importance of HR practices and workplace Employee Engagement in achieving superior performance: a study of public-sector organization. The International Journal of Human Resource Management
  • Wilson, J. (2008). Telecom Regulatory & Policy Environment in Pakistan: Results of the 2008 TRE Survey. Available at SSRN 1555470.
  • Youndt, M. A., Snell, S. A., Dean, J. W., & Lepak, D. P. (1996).Human resource management, manufacturing strategy, and firm performance.Academy of Management Journal, 39(4), 836-866.

Cite this article

APA

    APA : Tariq, M. G., Ziaullah, M., & Iftikhar, S. (2023). Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines. Global Social Sciences Review, VIII(I), 589-607. https://doi.org/10.31703/gssr.2023(VIII-I).54

CHICAGO

    CHICAGO : Tariq, Muhammad Gulraiz, Muhammad Ziaullah, and Sara Iftikhar. 2023. "Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines." Global Social Sciences Review, VIII (I): 589-607 doi: 10.31703/gssr.2023(VIII-I).54

HARVARD

    HARVARD : TARIQ, M. G., ZIAULLAH, M. & IFTIKHAR, S. 2023. Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines. Global Social Sciences Review, VIII, 589-607.

MHRA

    MHRA : Tariq, Muhammad Gulraiz, Muhammad Ziaullah, and Sara Iftikhar. 2023. "Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines." Global Social Sciences Review, VIII: 589-607

MLA

    MLA : Tariq, Muhammad Gulraiz, Muhammad Ziaullah, and Sara Iftikhar. "Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines." Global Social Sciences Review, VIII.I (2023): 589-607 Print.

OXFORD

    OXFORD : Tariq, Muhammad Gulraiz, Ziaullah, Muhammad, and Iftikhar, Sara (2023), "Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines", Global Social Sciences Review, VIII (I), 589-607

TURABIAN

    TURABIAN : Tariq, Muhammad Gulraiz, Muhammad Ziaullah, and Sara Iftikhar. "Elevating Organizational Performance: Decoding the Power of HRM Practices at Pakistan International Airlines." Global Social Sciences Review VIII, no. I (2023): 589-607. https://doi.org/10.31703/gssr.2023(VIII-I).54