Moderating role of the transformational leadership in the relationship between HRM practices and performance: A study of ICT companies of Malaysia

Abstract

This paper primarily aims to highlight that transformational leadership influences the relationship between human resource management (HRM) practices. Extant research studies have revealed that HRM practices have noticeable potential to increase employees and organizations performance. However, this study proposes transformational leadership as moderator of the relationship between HRM practices and organization’s performance. Prime HRM practices of this study consists of training, staffing, performance evaluation, reward system, and participation while transformational leadership have five components namely, vision, inspirational motivation, intellectual stimulation, personal recognition, and supportive leadership. With the purpose of emphasizing on the significance of underlying variables of this study, research problem is linked to Information and Communication Technology (ICT) companies in Malaysia.