The Effect of Hr Practices on Psychological Empowerment in Forming Performance Based on Learning and Growth Perspectives

Oliandes Sondakh; Rintani Dyan Pangastuti; Hananiel Mennoverdi Gunawan

Oliandes Sondakh Universitas Pelita Harapan
Rintani Dyan Pangastuti Universitas Pelita Harapan, Surabaya Campus Business School & rintani
Hananiel Mennoverdi Gunawan Universitas Pelita Harapan, Surabaya Campus Business School & hananiel

Keywords: training, rewards, management style, job competence, job autonomy, job impact, organizational performance, Learning and Growth Perspective, Balanced Scorecard

Abstract

Over the years, the field of Strategic Human Resource Management has attracted a lot of attention from academics and researchers, especially in relation to employee perceptions of Human Resources (HR) practices. HR Practices (HR Practices) is a process of attracting, motivating, and retaining employees to ensure the survival of the organization. Several aspects in HR practices encourage employees to work better to improve organizational performance. Organizational performance is not an easy matter. Organizational performance is an indicator that can show the level of achievement that the company has achieved and can also be used to reflect the success of the manager / entrepreneur. This is because performance is the result achieved, which comes from the behaviour of company members. The study was conducted on 64 respondents to determine the effect of HR practices on company performance. Linear regression was used as a method of analysis. The independent variable regression coefficient (Beta) is used to determine the direction of the relationship between the independent and dependent variables. The level of acceptance of the hypothesis is determined by t-sig; t-sig <0.05 indicates the significance level of the relationship at the 95% confidence level. Research result showed that Training have no significant effect on either Job Competence, Job Autonomy, or Job Impact, however Training have negative effect on Job Autonomy; Reward have no significant effect on both Job Competence and Job Autonomy, however Reward have negative effect on Job Competence, but have significant effect on Job Impact; Management Style have significant effect on all Job Competence, Job Autonomy, and Job Impact; Job Competence and Job Autonomy have no significant effect on Organization Performance based on Learning and Growth, but Job Impact does.

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References

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