The role of job satisfaction as the mediator between human resource practices and employees’ performance based on the assumption of Adams’ equity at Saudi ports Authority especially in cargo section
DOI:
https://doi.org/10.61841/2dhc0a81Keywords:
Human resource Development, Job Satisfaction, Workers’ Performance, Maslow Theory, CARGO Section Saudi Ports AuthorityAbstract
The ports of Saudi Arabia are considered the most officious seaports in the Middle East. It has the leading and most expanded industry in the Middle East and plays a great, significant role in increasing the economics of the country. Saudi Ports Authority has nine main ports on the two coasts of the kingdom, which achieved 95% of trading goods through the kingdom’s seaports, and export share is 55%. However, cargo’s overstock is the major problem that just came up, which raises the expense of cargo’s handle to 200%. As a result, it reduces job opportunities and satisfaction in the employees of the cargo sector. Additionally, there is a lack of appropriate human resource practices. Therefore, our study takes a step to observe the effects of human resource exercise on worker’s performance and also the facilitating role of job satisfaction in the association between human resource practices and employee’s performance in Saudi Port Authority. Moreover, this study will validate the assumption of Maslow theory. A questionnaire-based survey was utilized in this study
Downloads
References
[1] Abraham, S. (2012). Job Satisfaction as an Antecedent to Employee Engagement. SIES Journal of Management, 8(2).
[2] Absar, M. M. N., Azim, M. T., Balasundaram, N., & Akhter, S. (2010). Impact of human resources practices on job satisfaction: Evidence from manufacturing firms in Bangladesh. Economic Sciences Series, 62(2), 31-42.
[3] Akilu, N. S., & Junaidu, A. S. (2015). The Intersection of Self-Actualization, Entrepreneurship and Transformational Leadership: A Review of Maslow’s Perspective of Eupsychian Management. American Journal of Trade and Policy, 2(2), 93-100.
[4] Aktar, A., & Pangil, F. (2017). The relationship between employee engagement, HRM practices and perceived organizational support: Evidence from banking employees.
[5] Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
[6] Alenezi, O. Y. (2017). Exploring Job-related Attitudes at Northern Boarder University in Saudi Arabia. International Journal of Educational Sciences, 17(1-3), 29-40.
[7] Al-Khasawneh, A. L. (2013). The Relation between Human Resource Management (HRM) Strategies and Job
Loyalty as Practiced at the Public Relations (PR's) Units in the Government Ministries of Jordan. Journal of
Management Research, 5(3), 146-168.
[8] Ameke, V. Y. (2016). The Effect of Operational Efficiency on Customer Satisfaction: The Case of Port of
Tema (Doctoral dissertation, University of Ghana).
[9] Antonellis Jr, P. J., & Flam, D. (2016). Phoning it in? Examining pre-employment phone interview procedure in
higher education. International Journal of Human Resource Studies, 6(1), 21.
[10] Arab News. (2016). Jeddah Port Crisis Worsens; Transport Fees Rise 200 %. Retrieved from
http://www.arabnews.com/news/456005
[11] Armstrong, M. (2006). A handbook of management techniques: A comprehensive guide to achieving managerial
excellence & improved decision making. Kogan Page Publishers.
[12] Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of
Management journal, 37(3), 670-687.
[13] Bakotić, D. (2016). Relationship between job satisfaction and organisational performance. Economic researchEkonomska istraživanja, 29(1), 118-130.
[14] Balozi, M. A., & Aman, K. D. (2014). The Effect of Training and Development and Employee Relations on Job
Satisfaction: A case study of Tanzania Public Service College. Asian Journal of Research in Business Economics
and Management, 4(4), 153-161.
[15] Bekru, E. T., Cherie, A., & Anjulo, A. A. (2017). Job satisfaction and determinant factors among midwives
working at health facilities in Addis Ababa city, Ethiopia. PloS one, 12(2), e0172397.
[16] Berisha Qehaja, A., & Kutllovci, E. (2015). The role of human resources in gaining competitive advantage.
[17] Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance
research. Human resource management journal, 15(3), 67-94.
[18] Brief, A. P., & Weiss, H. M. (2002). Organizational behavior: Affect in the workplace. Annual review of
psychology, 53(1), 279-307.
[19] Bustamam, F. L., Teng, S. S., & Abdullah, F. Z. (2014). Reward management and job satisfaction among
frontline employees in hotel industry in Malaysia. Procedia-Social and Behavioral Sciences, 144, 392-402.
[20] Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. Personnel
selection in organizations, 3570, 35-70.
[21] Cania, L. (2014). The impact of strategic human resource management on organizational performance. Economia.
Seria Management, 17(2), 373-383.
[22] Chaudhary, N. S., & Bhaskar, P. (2016). Training and development and job satisfaction in education
sector. Training and Development, 2(8).
[23] Chiedu, C. K., Long, C. S., & Ashar, H. B. (2017). The Relationship Among Job Satisfaction, Oreganizational
Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria. European Journal of
Multidisciplinary Studies, 5(1), 370-383.
[24] Davar, S.C. & RanjuBala (2012). Relationship between job satisfaction & job performance: A metaanalysis. Indian journal of industrial Relations 48 (2), 290-305.
[25] Davidson, W. L. (1979). How to develop and conduct successful employee attitude surveys. Dartnell.
[26] Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of
universalistic, contingency, and configurational performance predictions. Academy of management Journal, 39(4),
802-835.
[27] Dessler, G. (2006). A framework for human resource management. Pearson Education India.
[28] Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational
commitment. Tourism Management, 46, 419-430.
[29] Dwarakish, G. S., & Salim, A. M. (2015). Review on the Role of Ports in the Development of a Nation. Aquatic
Procedia, 4, 295-301.
[30] Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on
Organizational Performance.
[31] Elentably, A. (2015). Strategic and Operational Plan Implementation of Seaports (Utilization Jeddah Port). TransNav: International Journal on Marine Navigation and Safety of Sea Transportation, 9.
[32] Emu, K. E., & Umeh, O. J. (2014). How Leadership Practices Impact Job Satisfaction of Customer Relationship Officers’: An Empirical Study. Journal of Management Policies and Practices, 2(3), 19-56.
[33] Gerhart, B., Milkovich, G. T., & Murray, B. (1992). Pay, performance, and participation (CAHRS Working Paper
#92-28). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
[34] Gosselin, M. (2005). An empirical study of performance measurement in manufacturing firms. International
journal of productivity and performance management, 54(5/6), 419-437.
[35] Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior
performance: a study of public-sector organizations. International journal of human resource management, 14(1),
28-54.
[36] Gubler, T., Larkin, I., & Pierce, L. (2016). Motivational spillovers from awards: Crowding out in a multitasking
environment. Organization Science, 27(2), 286-303.
[37] Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International
journal of human resource management, 8(3), 263-276.
[38] Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human
resource management journal, 21(1), 3-13.
[39] Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic
framework. Human Resource Management Journal, 27(1), 22-38.
[40] Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic
framework. Human Resource Management Journal, 27(1), 22-38.
[41] Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied
psychology, 60(2), 159.
[42] Haddock-Millar, J., Sanyal, C., & Müller-Camen, M. (2016). Green human resource management: a comparative
qualitative case study of a United States multinational corporation. The International Journal of Human Resource
Management, 27(2), 192-211.
[43] Haque, M. M., & Taher, M. A. (2008). Job Characteristics model and job satisfaction: Age, gender and marital
status effect. In 7th International Conference on Ethics and Quality of Work-life for Sustainable Development,
Bangkok, Thailand.
[44] Harrison, D. A., Newman, D. A., & Roth, P. L. (2006). How important are job attitudes? Meta-analytic
comparisons of integrative behavioral outcomes and time sequences. Academy of Management journal, 49(2),
305-325.
[45] Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee
satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied
psychology, 87(2), 268.
[46] Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee
satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied
psychology, 87(2), 268.
[47] Haruna, A. Y., & Marthandan, G. (2017). Foundational competencies for enhancing work engagement in SMEs
Malaysia. Journal of Workplace Learning, 29(3), 165-184.
[48] Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal of Academic
Research in Accounting, Finance and Management Sciences, 6(1), 15-22.
[49] Herzberg, F. I. (1966). Work and the nature of man. Cleveland: World Pub. Co.
[50] Hunter, J. E., & Hunter, R. F. (1984). Validity and utility of alternative predictors of job
performance. Psychological Bulletin, 96(1), 72-98.
[51] Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and
corporate financial performance. Academy of management journal, 38(3), 635-672.
[52] Jabeen, F., Friesen, H. L., & Ghoudi, K. (2018). Quality of work life of Emirati women and its influence on job
satisfaction and turnover intention: Evidence from the UAE. Journal of Organizational Change
Management, 31(2), 352-370.
[53] Jain, A. K., & Moreno, A. (2015). Organizational learning, knowledge management practices and firm’s
performance: an empirical study of a heavy engineering firm in India. The Learning Organization, 22(1), 14-39.
[54] Jaiswal, D., & Dhar, R. L. (2016). Impact of perceived organizational support, psychological empowerment and
leader member exchange on commitment and its subsequent impact on service quality. International Journal of
Productivity and Performance Management, 65(1), 58-79.
[55] Judge, T. A., & Larsen, R. J. (2001). Dispositional affect and job satisfaction: A review and theoretical extension. Organizational behavior and human decision processes, 86(1), 67-98.
[56] Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological bulletin, 127(3), 376.
[57] Khan, A. A., Abbasi, S. O. B. H., Waseem, R. M., Ayaz, M., & Ijaz, M. (2016). Impact of training and development of employees on employee performance through job satisfaction: A study of telecom sector of Pakistan. Business Management and Strategy, 7(1), 29-46.
[58] Koedel, C., Li, J., Springer, M. G., & Tan, L. (2017). The impact of performance ratings on job satisfaction for
public school teachers. American Educational Research Journal, 54(2), 241-278.
[59] Korde, A., & Laghate, K. (2015). Is There Any Impact of Training on the Performance of Selected Public Sector
Banks?. Symbiosis Centre for Management Studies, Pune Annual Research Journal of Symbiosis Centre for
Management Studies, Pune, 3, 135-15.
[60] Kumar, S., & Phrommathed, P. (2005). Research methodology(pp. 43-50). Springer US.
[61] Kuppuswamy, N., Saminathan, V., Udhayakumar, M., Vigneash, L., & Gopalakrishnan, P. (2017). The Role of
Motivation on Employee Performance in an Organization.
[62] Landy, F. J. (1989). Psychology of work behavior. Thomson Brooks/Cole Publishing Co.
[63] LAWLER III, E. E., & Porter, L. W. (1967). The effect of performance on job satisfaction. Industrial relations: A
journal of Economy and Society, 7(1), 20-28.
[64] Levin, K. A. (2006). Study design III: Cross-sectional studies. Evidence-based dentistry, 7(1), 24.
[65] MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and
flexible production systems in the world auto industry. ILR Review, 48(2), 197-221.
[66] Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and employee creative performance: Moderating
effects of creative self‐efficacy, reward importance, and locus of control. Journal of Organizational
Behavior, 36(1), 59-74.
[67] Manzoor, R., Ahmad, N., Hussain, A., & Hameed, M. (2015). Impact of Rewards on Job Satisfaction Evidences
from Ttelecom Sector of Pakistan. Oman Chapter of Arabian Journal of Business and Management
Review, 34(2610), 1-14.
[68] Maslow, A. H. (1965). Eupsychian management: A journal. Homewood: RD Irwin.
[69] Miraglia, M., Alessandri, G., & Borgogni, L. (2015). Trajectory classes of job performance: The role of selfefficacy and organizational tenure. Career development international, 20(4), 424-442.
[70] Mitchell, M. S., Reynolds, S. J., & Treviño, L. K. (2017). The study of behavioral ethics within
organizations. Personnel Psychology, 70(2), 313-314.
[71] Nabi, M. N., Ahmed, A. A. T., & Rahman, M. S. (2017). The Empirical Study on Human Resource Management
Practices with Special Reference to Job Satisfaction and Employee Turnover at Investment Corporation of
Bangladesh. Human Resource Management Research, 7(1), 54-64.
[72] Nassazi, A. (2013). EFFECTS OF TRAINING ON EMPLOYEE PERFORMANCE.: Evidence from Uganda.
[73] Nataraja, S., & Alamri, M. S. (2016). Strategic human resource management in Saudi Arabia's service
sector. Journal of Competitiveness Studies, 24(1/2), 91.
[74] Ng, T. W., Lam, S. S., & Feldman, D. C. (2016). Organizational citizenship behavior and counterproductive work
behavior: Do males and females differ?. Journal of Vocational Behavior, 93, 11-32.
[75] Nwachukwu, C. E., & Chladková, H. (2017). Human resource management practices and employee satisfaction in
microfinance banks in Nigeria. Trends Economics and Management, 11(28), 23-35.
[76] Ogbogu, C. O. (2017). The effects of motivation on staff job performance: Evidences from the Lagos State
Ministry of Environment, Nigeria. Journal of Sustainable Development, 10(2), 183.
[77] Oh, S. Y., & Kuchinke, K. P. (2017). Exploring the role of organizational learning activities in the quality
management context. Leadership & Organization Development Journal, 38(3), 380-397.
[78] Osman, M. M., Bachok, S., Abdullah, A., Ibrahim, M., & Bakar, A. A. (2017). Analysis on the Fulfillment of
Hierarchy of Needs for Central Region of Malaysia. Advanced Science Letters, 23(1), 417-421.
[79] Owusu, B., & Owusu, B. (2014). An assessment of job satisfaction and its effect on employees’ pPerformance: A
case of Mining Companies in the [Bibiani–Anhwiaso–Bekwai District] in the Western Region (Doctoral
dissertation).
[80] Pfeffer, J., & Villeneuve, F. (1994). Competitive advantage through people: Unleashing the power of the work
force (Vol. 61). Boston, MA: Harvard Business School Press.
[81] Pham, M. L. (2016). EVALUATING JOB SATISFACTION LEVELS: Case: Truong An Joint Stock Company
(TACO).
[82] Prajogo, D. I., & Cooper, B. (2017). The individual and organizational level effects of TQM practices on job
satisfaction. International Journal of Manpower, 38(2), 215-225.
[83] Purcell, J., & Kinnie, N. (2007). HRM and business performance. Oxford Handbook of Human Resource
Management, The, 533.
[84] Ram, P. (2013). Relationship between job satisfaction and job performance in the public sector - a case study from
India. International Journal of Academic Research in Economics and Management Sciences, 2(2), 16.
[85] Ray, J. (2016). Staff motivation and its impact on performance in a retail environment.
[86] Robbins, S. P., & Judge, T. A. (2018). Organizational behavior (18th ed.). Boston: Pearson.
87] Robson, C. (2002). Real world research. 2nd. Edition. Blackwell Publishing. Malden.
[88] Rothenberg, S., Hull, C. E., & Tang, Z. (2017). The impact of human resource management on corporate social
performance strengths and concerns. Business & Society, 56(3), 391-418.
[89] Rubin, A. and Babbie, E.R. (2016). Empowerment series: Essential Research Methods for Social Work (4th
ed.). Boston, MA: Cengage Learning.
[90] Rubin, A., & Babbie, E. R. (2016). Empowerment series: Research methods for social work. Cengage Learning.
[91] Schleicher, D. J., Watt, J. D., & Greguras, G. J. (2004). Reexamining the job satisfaction-Performance
relationship: The complexity of attitudes. Journal of applied psychology, 89(1), 165.
[92] Shakeel, S., & Lodhi, S. (2015). Impact of Training and Development on Employee Performance: A Case of
Banking Sector of Pakistan. The International Journal of Business & Management, 3(11), 76.
[93] Si, S., & Li, Y. (2012). Human resource management practices on exit, voice, loyalty, and neglect: Organizational
commitment as a mediator. The International Journal of Human Resource Management, 23(8), 1705-1716.
[94] Snell, S., Morris, S., & Bohlander, G. W. (2015). Managing human resources. Nelson Education.
[95] Sonnentag, S., & Fritz, C. (2015). Recovery from job stress: The stressor‐detachment model as an integrative
framework. Journal of Organizational Behavior, 36(S1), S72-S103.
[96] Spector, P. E. (1997). Advanced Topics in Organization Behavior: Job satisfaction: Application, assessment,
causes, and consequences. Thousand Oaks, CA: SAGE Publications, Inc.
[97] Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences (Vol. 3). Sage
publications.
[98] Sutanto, E. M., & Kurniawan, M. (2016). The impact of recruitment, employee retention and labor relations to
employee performance on batik industry in Solo City, Indonesia (Doctoral dissertation, Petra Christian
University).
[99] Tabiu, A., & Nura, A. A. (2013). Assessing the effects of human resource management (HRM) practices on
employee job performance: A study of usmanu danfodiyo university sokoto. Journal of Business Studies
Quarterly, 5(2), 247.
[100] Tan, C. L., & Nasurdin, A. M. (2011). Human resource management practices and organizational innovation:
assessing the mediating role of knowledge management effectiveness. Electronic journal of knowledge
management, 9(2), 155.
[101] Timms, C., Brough, P., O'Driscoll, M., Kalliath, T., Siu, O. L., Sit, C., & Lo, D. (2015). Flexible work
arrangements, work engagement, turnover intentions and psychological health. Asia Pacific Journal of Human
Resources, 53(1), 83-103.
[102] Ting, Y. (1997). Determinants of job satisfaction of federal government employees. Personnel
Administration, 26(3), 313-334.
[103] Waqas, A., Bashir, U., Sattar, M. F., Abdullah, H. M., Hussain, I., Anjum, W., ... & Arshad, R. (2014). Factors
influencing job satisfaction and its impact on job loyalty. International Journal of Learning and
Development, 4(2), 141-161.
[104] Wicker, A. W. (1969). Attitudes versus actions: The relationship of verbal and overt behavioral responses to
attitude objects. Journal of Social issues, 25(4), 41-78.
[105] Yu, B. B., & Egri, C. P. (2005). Human resource management practices and affective organizational commitment:
A comparison of Chinese employees in a state‐owned enterprise and a joint venture. Asia Pacific Journal of
Human Resources, 43(3), 332-360.
[106] Yvonne, W., Rahman, R. H. A., & Long, C. S. (2014). Employee job satisfaction and job performance: A case
study in a franchised retail-chain organization. Research Journal of Applied Sciences, Engineering and
Technology, 8(17), 1875-1883.
[107] Zalenski, R. J., & Raspa, R. (2006). Maslow's hierarchy of needs: a framework for achieving human potential in
hospice. Journal of palliative medicine, 9(5), 1120-1127.
[108] Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement: a
strategy for the study of attitudes. Chicago, Ill: Rand McNally.
Downloads
Published
Issue
Section
License
Copyright (c) 2020 AUTHOR
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
