NBR Volume-3  Issue-2 2021 (July-December)



Indra Mughal
Shah Abdul Latif University, Khairpur, Pakistan
Doolah Darya Khan Mughal
Shah Abdul Latif University, Khairpur, Pakistan
Hira Rani Shaikh
Sukkur IBA University, Sukkur, Pakistan
Inamullah Bhatti
Mehran University of Engineering and Technology, Jamshoro, Pakistan


Purpose – Adopting a qualitative approach, this study inquired into Human Resource Management (HRM) practices in relation to job satisfaction. The aim was to develop a better understanding of how and why organizations prioritize performance at the workplace.

Methodology- Data were collected through interviews carried out with HR directors at four public educational institutes of Pakistan. The findings were triangulated with the help of insights gained through participant observation. Data were subjected to a manual grounded
theory analysis, resulting in the development of three categories including empirical themes, theoretical concepts, and theoretical dimensions.

Findings– Our analysis highlighted that organizations require organizational commitment in order to achieve exceptional long-term performance. Along these lines, Organizational commitment is critical for the organization’s success, and it will ultimately improve the
organization’s overall performance. Insights from interview data pertaining to HRM practices led to the development of a theoretical model explaining that job satisfaction in the local context is mediated by four variables in particular and in turn satisfaction in the workplace
contributes to employees’ organizational commitment.

Practical Implications- When designing HR practices, HR practitioners must identify the factors essential for promoting employees’ organizational commitment so that the organization can achieve long-term success. Job satisfaction along with HRM practices are key to understanding organizational commitment and suggest a close nexus between employee and employer in the context of organizational performance.

Keywords: HRM practices, job satisfaction, organizational performance.

Article History:

Received: 23 Apr 2021
Revised: 17 Feb 2022
Accepted: 31 Mar 2022


Paper type: Research Paper

Full-Length Paper: PDF

DOI: https://doi.org/10.37435/NBR21042301

This is an open-access article under the CC BY 4.0 license   Creative Commons License