How Do Human Resources Practices Affect the Performance of the Employees in Syria?: International Committee of the Red Cross (ICRC)

How Do Human Resources Practices Affect the Performance of the Employees in Syria?: International Committee of the Red Cross (ICRC)

Pınar Yeşim Sarıca, Bahjat Kekhia
Copyright: © 2024 |Pages: 20
DOI: 10.4018/979-8-3693-3669-4.ch009
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The purpose of this research is to analyses how HRM practices affect worker output in a high-pressure setting like the International Committee of the Red Cross (ICRC) in Syria. It contributes to literature by expanding the understanding of HRM. It provides useful insights and ideas for improving the efficiency of HRM procedures in businesses. This study highlighted the need for the ICRC to prioritize and invest in strong human resource management practices. Primary data was collected from ICRC employees through survey questionnaire. Findings show that HRM practices have a significant direct impact on the motivation and performance of ICRC employees. Meanwhile, psychological safety mediates the relationship between employee's motivation and employee's performance. On the other hand, employee's motivation partially mediates the relationship between HR Practices and employee's performance at ICRC.
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The efficiency of an organization's workforce is strongly influenced by its human resources practices and policies. The International Committee of the Red Cross (ICRC) coordinates humanitarian initiatives across the globe. The mission of these organizations is to protect and aid those who have been victims of war or other forms of violence. Human resource practices are essential for every organization since they aid in the recruitment, development, and retention of valuable employees. Effective human resource management may lead to more invested workers who are happier in their jobs and produce more for their companies (Huselid et al., 1997). However, if the company engages in poor human resource management, it might negatively affect its bottom line due to employee turnover, low morale, and low productivity. As reported by (Becker & Gerhart, 1996) Employees whose work and personal lives are more harmonious are more likely to get promotions and salary rises (Clark & Oswald 2006). Workers who reported a better work-life balance really did better on the job (Shockley et al., 2017). Allen et al. (2013) performed a literature review and found that work-life balance programs may improve employee job performance in areas such as productivity, creativity, and quality of work. According to research conducted by the Society for Human Resource Management in 2019, 80% of HR professionals agree that programs encouraging a healthy work-life balance have a positive effect on productivity. Lawler (2008) found that more precise performance assessments could arise from effective performance management systems. Research by Yusuf, M. (2021) suggests that training and development programs may improve employee performance and provide more favorable outcomes in performance evaluations. Employee engagement and satisfaction were also shown to increase once training and development programs were implemented. Research shows that monetary and nonmonetary incentives have a substantial impact on worker output. According to research by Luo et al., (2022), employees are more motivated to go above and above when they are compensated appropriately. The purpose of this research is to examine how the International Committee of the Red Cross in Syria uses human resource management to improve the productivity of its staff.

The study has the following objectives to investigate the role of human resource department of the International Committee of the Red Cross (ICRC) in Syria to ensure employees satisfaction and firm performance. The performance evaluation methods in the ICRC are examined the effectiveness of this system in order to enhance employee’s motivation and performance. To determine the impact of ICRC's human resources policies and performance evaluation systems in Syria on employee’s satisfaction and retention.

Key Terms in this Chapter

Intrinsic Motivation: It characterized as the inspiration to lock in a behavior since of the characteristic fulfillment of the movement instead of the want for a remunerate or particular result.

Employee Productivity: It is an appraisal of the proficiency of a worker or bunch of workers.

Employee Motivation: Representative inspiration implies the drive that a person should perform at work.

Employee Performance: Performance alludes to the sum of work get wiped out a certain amount of time.

Psychological Safety: A worker’s collective belief that it's acceptable to take chances, voice opinions and concerns, ask questions, and own up to mistakes is known as team psychological safety.

Human Resource Management Practices: It is the set of rules and procedures needed to carry out the daily tasks related to an organization's personnel.

Employee Efficiency: Whereas efficiency measures how well to utilize assets to urge errand done.

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