The Strategic HRM and Satisfaction Behaviours in Defenders Strategy Based Organisations
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Date
2013-04
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The British University in Dubai (BUiD)
Abstract
Perceptions of intrinsic and extrinsic job characteristics could affect employees’ behaviours. The aim of this paper is to compare the impact of the strategic human resources practices as extrinsic job characteristics and job designs as intrinsic job characteristics on employees' behaviours. The scope of this study is the industry of petroleum companies in the Kingdom of Saudi Arabia (KSA). These organisations assumed to implement the strategic HR practices of classic organisations type called "Defenders".
This paper establishes theoretical background of the outcomes of satisfaction behaviours. Then, the role of HR as strategic partner to keep organisations competitive is demonstrated. Paper compares between the best practices and contingency approaches in managing people. In addition, the strategic practices of "Defenders" have been discussed in details. Job characteristic model JCM and its components are linked to organisations needs according to strategy and behaviours expectations.
Then a practical study is conducted using a structured questionnaire covering junior and senior level employees of well-known Saudi oil companies. The examination of the collected data were analysed by using SPSS software. The analysis methods are descriptive and inferential. Demographic variable were displayed to understand the background of respondents. In addition, this paper illustrates the evaluations of the strategic HR practices, job characteristic model components and the four satisfaction behaviours. The inferences were processed by correlation and multiple regressions test, reliability test were applied also to confirm the representation of the sample to distribution.
Study found a significant relationship between the perceptions of the strategic "Defenders" HR practices and job characteristic model components on employees' satisfaction behaviours. Loyalty, voice (expression) and payback behaviours are the greatest variables that have been influenced. However, this research did not find enough evidence to support the relationship between job designs, strategic HR practices on exit behaviour. Further findings, most of demographic groups respond to intrinsic and extrinsic factors similarly.
Some recommendations regarding improving these behaviours and predicting the outcomes are discussed. Moreover, certain implications in planning, recruitment and selection processes are presented. Finally, guiding principle for further researches is recommended.
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DISSERTATION WITH DISTINCTION
Keywords
strategic human resource management, satisfaction behaviours, strategy based organisations, employees’ behaviour, Kingdom of Saudi Arabia (KSA)