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HRM Practices in Banking Sector of Pakistan: Case of National Bank of Pakistan

HRM Practices in Banking Sector of Pakistan: Case of National Bank of Pakistan

Roya Rahimi, Vipin Nadda, Muhammad Hamid
Copyright: © 2016 |Volume: 7 |Issue: 2 |Pages: 26
ISSN: 1947-9638|EISSN: 1947-9646|EISBN13: 9781466691131|DOI: 10.4018/IJABIM.2016040103
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MLA

Rahimi, Roya, et al. "HRM Practices in Banking Sector of Pakistan: Case of National Bank of Pakistan." IJABIM vol.7, no.2 2016: pp.25-50. http://doi.org/10.4018/IJABIM.2016040103

APA

Rahimi, R., Nadda, V., & Hamid, M. (2016). HRM Practices in Banking Sector of Pakistan: Case of National Bank of Pakistan. International Journal of Asian Business and Information Management (IJABIM), 7(2), 25-50. http://doi.org/10.4018/IJABIM.2016040103

Chicago

Rahimi, Roya, Vipin Nadda, and Muhammad Hamid. "HRM Practices in Banking Sector of Pakistan: Case of National Bank of Pakistan," International Journal of Asian Business and Information Management (IJABIM) 7, no.2: 25-50. http://doi.org/10.4018/IJABIM.2016040103

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Abstract

Current study aims to critically investigate the impact of HR practices on organizational commitment of employees in the Banking Sector of Pakistan. The impact of training, compensation, performance evaluation, and promotion practices have been assessed on affective, normative and continuance commitment of employees via 12 hypotheses. Survey methodology was adopted via using structured questionnaire. A sample of 100 respondents was drawn from the employees working with various branches of the National Bank of Pakistan (NBP) located in Lahore, Pakistan. Collected data was subjected to Pearson Correlation and Regression analysis. The results of Pearson Correlation matrix demonstrated a positive correlation between HR practices and organizational commitment of employees which confirms all proposed hypotheses. Regression results showed a significant positive impact of training and performance evaluation on organizational commitment of employees. However, the significance of compensation and promotional practices could not be proved.

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