Conceptual framework on the relationship between human resource management practices, job satisfaction, and organizational performance

Abstract

The aim of this paper is to propose a conceptual framework consisting of three human resources management (HRM) practice (selection and recruiting, performance appraisal, and compensation), job satisfaction, and organizational performance and to explain the relationships among these variables. Job satisfaction played an important role in organizational performance, the results indicate HRM practice a positively and significantly correlated with job satisfaction. On the other hand HRM practice and job satisfaction are significantly correlated with organizational performance. The results of HRM practice and job satisfaction are strong predictors of organizational performance.