The Mediating Role of Job Motivation and Job Satisfaction in The Relationship between HRM Practices and Job Performance
(A study at public sector in the west bank, Palestine)
Abstract
This paper will review how Human Resource Management (HRM) practices affect job performance of public sector employees in West Bank, Palestine with a specific focus on how job motivation and job satisfaction mediate such an effect. The study uses a quantitative cross-sectional study, which is based on the Work Performance Theory, the Social Exchange Theory, and the Job Demands-Resources (JD-R) model. The structured questionnaire was used to gather data among employees of the public sector and Structural Equation Modeling (SEM) was used to analyze the information. The results show that the HRM practices, such as remuneration, training and development, career opportunities, and work-life balance positively and significantly influence job performance. Moreover, HRM practices also have a high level of job motivation and job satisfaction. The result of job motivation is that it has a high positive influence on job performance and partially mediates the relationship between HRM practices and job performance. Contrarily, job satisfaction is a significant predictor of interest in job performance, but it fails to provide a significant mediating role in the HRM-job performance relationship. These results indicate that HRM practices directly and indirectly enhance job performance by increasing the motivational conditions of employees. The research also makes contributions to the field of literature by offering empirical findings based on the situation in the Palestinian public sector and emphasizing the need to enhance HRM systems in order to enhance motivation of employees and enhance institutional performance in the context of adverse socio-political environment.
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