HR practices and employee performance relationship in higher education: Mediating role of job embeddedness, perceived organizational support and trust

Abstract

The purpose of this paper is to find out the impact of Human Resource practices on employee performance. Job embeddedness, Perceived organizational support and Trust were taken as mediators and they were investigated for their mediation effect on the relationship between human resource practices and employee performance. Organizational citizenship behavior and task performance were taken as two dimensions of Employee Performance. Data was collected through questionnaires from faculty members of seven campuses of a Public sector University in Pakistan. Results support that job embeddedness, perceived organization support and trust have partial or full mediation role for Human Resource Practices-Performance relationship of teaching faculty of Higher Education sector.