Relationship Between Equal Opportunity, Training and Employee Performances
DOI:
https://doi.org/10.32628/IJSRST52411294Keywords:
Training, HR managers, equal opportunity equal payment, performance, Equal EmploymentAbstract
The purpose of this paper is to look into the relationship and problem of equal employment opportunities in the HR recruitment and selection process. Because both HR managers and employees are involved in these processes, this research is carried out separately among them. As a result, it'll be determined whether both parties agree on the existence of this concept. Equal employment opportunities are essential for any business and play a key function in attracting qualified employees. One of the main path to achieving social justice in the community is the principle of equal opportunity among employees. As a result, equal opportunity is greater than a slogan to be shouted or a claim to be made; it is a political will and a national strategy. Many researchers have paid attention to this study in the modern era, particularly in terms of equal pay and employment equity training in the administrative center. In this regard, one of the primary aim of this paper is to conduct a review and analysis of the empirical literature on the effect of equal opportunity among employees on employee performance based on previous research conducted by the researchers. Equal opportunities are a curial detail among employees in administrative center in order to enhance overall performance and achieve social justice in the community. This studies goals to identify the contributions and the consequences of equal opportunities on the employee overall performance in administrative center. The data was analysed using SPSS (Statistical Package for Social Science) version 25 for Windows. The results of the regression analysis showed significant and positive impact on equal opportunities and employee overall performance in the organization of its 4 dimensions. Thus, this paper is significance as its concerning on the future guidelines as well as addresses other variables in the administrative center which can be utilized to enhance this area.
Downloads
References
Van der Heyden, C. C. (2013). Employees perception of employment equity fairness within a mining organisation in South Africa, University of the Western Cape).
Raghavi, Kan, and Nishnava Gopinathan. 2013. Role of Human Resources as Change Agent in Enabling Equal Opportunity Practices. Journal of Economics, Business and Management 1 (3): 300–303.
Grobler, P. A. (2015). Human resource management in South Africa. Cengage Learning EMEA.
Ahmed, G.G. & Wario G. (2016). Investigation of the Diversity Management Practices in the Civil Service in Kenya. International journal of innovative research and development, Vol 2; 11.
Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.
Alnasir, F. A. (2017). Family Medicine in the Kingdom of Bahrain.
FBA, S. F. (2011). Discrimination law. OUP Oxford.
Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1, 37-52.
Garavan, T. N., Morley, M., Gunnigle, P., & Collins, E. (2001). Human capital accumulation: the role of human resource development. Journal of European industrial training. Journal of European Industrial Training, 25(2/3/4), 48-68.
Kadushin, A., & Harkness, D. (2014). Supervision in social work. Columbia University Press.
Katz, D.Katz, D. (1964). The motivational basis of behaviour. Behavioral Science, 9, 131–156.
Khan, M. (2012). The impact of training and motivation on performance of employees.
Business Review, 7(2), 84–95.
Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., ... & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management: The University of Michigan and in Alliance with the Society of Human Resources Management, 42(1), 3-21.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and psychological measuremen.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Ofori, D., & Aryeetey, M. (2011). Ofori, D., & Aryeetey, M. (2011). Recruitment and selection practices in small and medium enterprises: Perspectives from Ghana. Of Business Administration, 2(3), 45.
Pe´ rotin, V., & Robinson, A. (2000). Employee participation and equal opportunities practices: Productivity effect and potential complementarities. British Journal of Industrial Relations, 38(4), 557-583.
Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people. Academy of Management Perspectives, 19(4).
Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.
Van der Heyden, C. C. (2013). Employees perception of employment equity fairness within a mining organisation in South Africa., University of the Western Cape).
Wu, X., & Wang, C. (2008). The Impact of Organizational Justice on Employees’ Pay Satisfaction, Work Attitudes and Performance in Chinese Hotels. Journal of Human Resources in Hospitality & Tourism, 7(2), 181–195.
Becker, G. S. 1993. Human capital: A theoretical and empirical analysis with special reference to education (3rd ed.). Chicago, IL: University of Chicago Press.
Brinkerhoff, R. O., (2006). Increasing Impacts of Training Investments: An Evaluation Strategy for Building Organizational Learning Capability, Industrial and Commercial Banking. Emerald Group of Publishers, 38(6), pp. 302-307.
Cheramie, R.A., Sturman, M.C. and Walsh, K. (2007), “Executive career management: switching organizations and the boundary less career”, Journal of Vocational Behavior.
Colarelli, S. M., & Montei, M. S. 1996. Some contextual influences on training utilization. The Journal of Applied Behavioral Science, 32(3): 306-322.
Delaney, J.T. and Huselid, M.A. (1996), “The impact of human resource management practices operceptions of organizational performance”,Academy of Management Journal, Vol. 39 No. 4, pp. 949-69.
Delery, J.E. and Doty, D.H. (1996), “Modes of theorizing in strategic human resource management: tests of universalistic, contingency and configurational performance predictions”,Academy of Management Journal, Vol. 39 No. 4, pp. 802-35 15. DiBella, A.J., Nevis, E.C. and Gould, J.M. (1996), “Understanding organizational learning capability”,Journal of Management Studies, Vol. 33 No. 3, pp. 361-79.
Diversity Inc., http://www.diversityinc.com/diversity-management/the-diversityinc-top- 10-companies-for-people-with-disa bilities-2/
Eisenberger, R., Huntington, R., Hutchinson, S. and Sowa, D. (1986), “Perceived organisational support”, Journal of Applied Psychology, Vol. 71, pp. 500-7.
Evans, J. R. and Lindsay W. M., (1999), “The Management and Control of Quality”, 4th edition, South-Westernllege College Publishing, Cincinnati Ohio, USA.
Gaertner, K.N. and Nollen, S.D. (1989), “Career experiences, perceptions of employment practices and psychological commitment to the organisation”, Human Relations, Vol. 42, pp. 975-91.
Guest, D. (1997), “Human resource management and performance: a review and research agenda”, International Journal of Human Resource Management, Vol. 8 No. 3, pp. 263-76.
Gummesson, E. (2002), Total Relationship Marketing: Marketing Management, Relationship Strategy and CRM Approaches for the Network Economy, 2nd ed., Butterworth- Heinemann, Oxford.
Halliburton, The Zero Rule, http://www.halliburton.com/AboutUs/default.aspx?navid=971&pageid=230.
Harrison, R. (2000), Employee Development, Beekman Publishing, Silver Lakes, Pretoria.
Huselid, M.A. (1995), “The impact of human resource management practices on turnover, productivity and corporate financial performance”,Academy of Management Journal, Vol. 38 No. 3, pp. 635-72.
Ichniowski, C., Shaw, K. and Prennushi, G. (1997), “The effects of human resource management practices on productivity: a study of steel finishing lines”,American Economic Review, Vol. 87 No. 3, pp. 291-313.
JFC Staffing Companies, http://www.jfcstaffing.com/about-us.cfm.
Jones, G.R. and Wright, P.M. (1992), “An economic approach to conceptualizing the utility of human resource management practices”, in Rowland, K. and Ferris, G. (Eds),Research in Personnel and HRM, Vol. 10.
Kamoche, K. and Mueller, F. (1998), “Human resource management and the appropiation-learning perspective”,Human Relations, Vol. 51 No. 8, pp. 1033-60. 30.Kim, S. (2006), “Public service motivation and organizational citizenship behavior in Korea”, International Journal of Manpower,
Downloads
Published
Issue
Section
License
Copyright (c) 2024 International Journal of Scientific Research in Science and Technology
This work is licensed under a Creative Commons Attribution 4.0 International License.
