Impact of Human Resource Practices on Employee Perceived Performance in Banking Sector of Pakistan

Abstract

The principal goal of this study is to fully explore the complex and nature of the relationship between employee perceptions of performance and different HR strategies in Pakistan's banking industry. This study specifically explores how employees view their own performance in relation to salary, performance reviews, and promotion policies. This study uses a strong methodological approach to provide a thorough grasp of the relationship between employee-perceived performance and HR procedures. A survey with 119 banking staff members from different banks in Pakistan was carried out. In order to guarantee a varied and representative sample that captured a wide spectrum of viewpoints and experiences within the banking industry, the respondents were carefully chosen. 119 banking employees provided information by means of a personally delivered questionnaire. Smart-PLS was used to analyze the data in order to investigate how HR procedures affect how well employees perceive their work. The results of the Smart-PLS show a positive and substantial relationship between employee perceptions of their performance and HR practices, suggesting that greater levels of employee perceptions of their performance are linked to effective HR methods. It also shows that employee-perceived performance is highly impacted by performance evaluation and promotion processes among the HR practices analyzed. However, there is no discernible relationship between remuneration policies and how performance is viewed. These results demonstrate how important it is to have fair methods for employee evaluation and advancement if you want to improve employee views and performance in the banking industry. Furthermore, this research offers significant perspectives for banking industry executives to create or modify their human resources policies and procedures. Management may greatly improve employee views and performance by concentrating on efficient performance evaluation and promotion procedures. This study adds to the body of knowledge already available on employee performance by providing fresh perspectives on promotion, pay, and performance review procedures. It gives us a better knowledge of how these HR procedures affect workers' attitudes and output, which in turn encourages the banking industry to rethink its employee performance plans