The effects of human resource management systems on employee job performance in Thailand's state enterprises

Abstract

The objectives of this research were: 1) to study the human resource management systems (HRMS) in Thailand’s state enterprises; 2) to study the impact of the perceptions of HRMS on employee job performance in Thailand’s state enterprises; 3) to test the mediation effect in the relationship between the perceptions of HRMS and employee job performance in Thailand’s state enterprises; 4) To test the moderation effects on relationship levels between the perceptions of HRMS and mediating variables and between mediating variables and employee job performance in Thailand’s state enterprises 5) to test the influence of sample contextual differences on studied variables; and 6) to develop a relationship model between the perceptions of HRMS and employee job performance in Thailand’s state enterprises.

The research design employs a mixed method; qualitative and quantitative. For the qualitative method, data was collected using 32 samples including 11 samples from high-performance employees, 16 samples from supervisors or representatives of human resource management, and 5 samples from managers and employees in information technology (IT) departments. Information was collected using in-depth interview and group discussions and was analyzed by content analysis. Quantitative methods collected data from 567 samples in Thailand’s state enterprises. Data was analyzed by SPSS and AMOS.

The research findings suggest that: 1) human resource management system (HRMS) of Thailand’s state enterprises are mainly comprised of recruitment and selection, training and development, performance management, compensation and career management; 2) the perceptions of HRMS significantly impact employee job performances in Thailand’s state enterprises; 3) the relationship between the perception of HRMS and employee job performance in Thailand’s state enterprises is meditated by human capital; 4) trust in management cannot moderate the relationship between the perception of HRMS and organizational commitment; whereas the relationship between job effort and performance can be significantly moderated by human capital; 5) Among the seven dependent variables, including the perception of human resource management systems, job satisfaction, organizational commitment, job effort, human capital, trust in management, and job performance, independent variables including organization and education significantly affected all of them. On the contrary, compensation difference was found no effect on all dependent variables. Whereas sex differences significantly affected on all dependent variables except that of job performance. While variations in age and marital status significantly affected both organizational commitment and job effort. Moreover, marital status difference significantly affected human capital, too; and 6) The proposed the relationship model between the perception of HRMS and employee’s job performance in Thailand’s state enterprises with mediating variables including job satisfaction, organizational commitment, job effort and human capital was found to not fit the empirical data. The relative chi-square, GFI, NFI, RFI, IFI, TLI CFI and RMSEA were at 4.002, .772, .882, .852, .909, .884, .908 and, .073 respectively.