Impact of Employee Oriented Managerial Practices on the Performance Management System – Mediation of Employees Behaviour

Main Article Content

Abdullah Alnsseraat, Siti Aida Samikon


Reports from Syria, Middle East and North Africa area (MENA) in different domains such as manufacturing industries, claimed that employees’ measures such as performance are in low level. Scholars stated that the relations between managerial practices, employees’ behaviour, and the effectiveness of PMS were not studies well and still need more investigation. Therefore, this study aimed to examine the relationship between employee oriented organisational managerial practices (Such as empowerment, and compensation) and effectiveness of performance management system (PMS) through employees’ behaviour as a mediator among academics of Universities in Syria. The proposed model has five employee focused HRM practices that have relations towards employees’ behaviour and PMS system. The study design is following scientific approach; therefore it is deductive, quantitative, and exploratory research. The population of this analysis is academic related employees in Syrian Universities (estimated as 9000). They are allocated in 30 universities, which belong to two different sub-groups (publicand private) and the data has been collected from 10 universities to collect a sample of 368. The main tool for data collection is a well-structured questionnaire that adapted from previous studies. The results revealed that the five antecedents have a significant impact in the employee behaviour with path coefficient of 0.351 for respect and recognition, 0.184 for compensation, 0.156 for empowerment, -0.132 for stress and workload, and 0.099 for job suitability. Employee behaviour has a significant impact with impact of 0.378 on the PMS; however only two antecedents have a direct impact on the PMS, which have path coefficient of 0.173 for respect and recognition, and 0.119 for job suitability

Article Details