International Journal of English, Literature and Social Science (IJELS) Vol-4, Issue-5, Sep – Oct 2019

https://dx.doi.org/10.22161/ijels.45.9 ISSN: 2456-7620

Review the Role of the Transparency

Commitment of Human Resource Practices in
the Employee's Satisfaction in Banking Sector
Bassam Mohsin Mozael1, Dr. Norsamsinarbinti Samsudin
1 alnoady1976@yahoo .co m

2 norsamsinar@fpe.ups i.edu .my

Abstract— The servi ces in the banks a re performed by the emplo yees, and these services should be
conducted a ffectively. The Ba nk should assu re t he employees satisfaction in o rd er to enha nce the
emp loyees' engag ement level and motivat e the emplo yees to do th eir best in the working envi ron ment .
The econ o mic benefi ts o f hu man resource pra ctices ( such a s p ro motion s and rewa rds) play i mpo rtant
role in moti vate th e employees in the wo rking envi ron ment throu gh sati sfy th ei r ext rin sic needs. The
main challeng e o f HRP mana gement is th e emplo yees' t ru st o f lea ders to ward t hese practices i n the
organi zation . Thi s paper ai ms to review s the ro le o f HRP manag es in the emplo yees' satisfaction i n the
bank. Th e review o f literatu re i s condu cted to address the ma in ai m o f thi s pap er. The pap er result
indicates that in o rder to enhance the level o f emplo yees' sati sfacti on and working engagemen t, t he
leaders should p rovide effective econo mi c benefits o f HRP, th e HRP policies should t ran sparent and
clear fo r the emplo yees, and th e l eaders mu st honest i n app ly the HRP polici es as real act ions in
working envi ron ment . A concept ual model i s suggest ed t o fill the research g ap, and th e cont ribution o f
the sugg est ed model i s the p resentation o f various di mensi ons o f HRP manag ement in th e cont ext o f
employees' satisfaction.
Keywo rd s— eco nomic HRP; t ranspa rent polices; lead er commit ment ; emplo yees' sat isfact i on; wo rki ng
engagement.

I. INTRODUCTION
Ban king industry is one o f the most boo ming
indust ries in count ries. Ban king secto r o f any count ry
plays very impo rtant ro le and help to in crease the
econo my g ro wth o f an y count ry . Basically , b an k is an
inst itut io n wh ich has deal with cash and inst ru ment
related cash . Ban ks are always g iv ing facilit at ion like
len d ing , d istribut ion an d consu mpt ion o f wealth
(Ah mad et al., 2015). Hence, th e serv ices
perfo rmance in th e ban ks shou ld b e impro ved
cont inually . The effect iveness o f perfo rm th e serv ices
by th e emp loyees is the success key o f serv ices
perfo rmance, wh ich clarify th e impo rtan ce o f
employees' satisfactions in the banks.
The emp loyee satisfaction is a p leasu rab le o r
posit ive emot io nal state result ing fro m the
co mfo rtab le in job env iron men t (Chughat i&Perveen ,
2013). Wh en t he institu t ion meets job exp ectat ions,
the ind iv idual exp erience posit ive feelings , so , these
posit ive emot ions ind icat e job sat isfact ion (Green ,
2000). Th e emp loyees who hav e posit ive att it ude
towards the co mpany , co -wo rkers, and the job are
able to p erfo rm their jobs t asks effect ively more t han
the emp loyees o f lo w sat is fact ion lev el ( Sypn iews ka,
2014). Thus, t he emp loy ees ' sat isfact ion is imp ort ant
facto r to enh ance the job p erfo rman ce in the
organizations .
If the emp loyees have negat ive and unp leasant
feelings in wo rk, their att itudes to the work are
defin ed as d issat isfact ion (Zhu, 2012). In th is context ,
job sat is fact ion is th at ho w much the emp loyees like
or d islike their wo rk and the ext ent ho w mu ch their
exp ect at ions concern ing wo rk are fu lfilled . Acco rd ing
to Wrig ht and Kim (2004), Job sat is fact io n rep resents
an int eract ion bet ween workers an d wo rk env iron ment
and b et ween what th ey want fro m their jobs, what
they perceive and receiv e. Th us, th e sat is fact ion level
of the emp loy ees is d ifferen t acco rd ing to ind iv iduals ’
cases and situations.
Acco rd ing to mo dern hu man resource
management p ract ice, estab lish ing a p roper
relat ionsh ip bet ween h u man resou rce and st rateg ic
object ive o f the o rgan izat ion is the b ase fo r
organ izat ion al success. Th is p ract ice most ly

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International Journal of English, Literature and Social Science (IJELS)
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emph asizes the impo rtan ce o f the hu man aspect of the
organ izat ion as most valu ab le asset. Hen ce, the
mot ivat ional factor o f hu man elements o f
organ izat ion h as the po wer to d etermine the success
or failure o f an o rgan izat ion . Fitt ing hu man resource
pract ices en hance mo t ivat ion al lev els and
organ izat ion al perfo rmance, b ecause th ey in fluen ce
emp loy ee sat is fact ion in meet ing their expectat ions
and encou rage h igh wo rk performance (Ah med abad ,
2005). The emp loyees’ sat isfact ion can be ach ieved
through motivate them using extrins ic benefits.
The ext rins ic ben efits are classified as Hu man
Resource Pract ices (HRP) in the o rg an izat ion . The
hu man resou rce p ract ices are one o f the majo r bas ics
of Hu man Resou rce Manag ement (HRM). HRM
pract ices include an aly zing and des ign ing wo rk,
determin ing hu man resou rce n eeds att ract ing potent ial
emp loy ees, choos ing emp lo yees , teach ing th em ho w
to perfo rm their jobs and preparing them fo r the
futu re, reward ing emp loyees, evalu at ing their
perfo rmance and creat in g a pos it ive wo rk
environment (Mathur, 2015).
To assure th e emp loy ees’ sat isfact ion , there are
two p rocedu res o f HRP shou ld be manag ed . First ly ,
the po licies o f HRP must t ransparen t fo r emp loyees
and clarified b y the leadersh ip. Th e emp lo yees n eed
to understand th e availab le HRP, and the
respons ib ilit ies t o receive th e av ailab le HRP
(Kern is & Go ld man , 2006; Kaptein, 2011;
Palanski&Yammarin o 2011). Second ly , th e leaders o r
organ izat ion must co mmit ment in app ly ing t he HRP
policies ins ide t he wo rking env iron ment (Leroy et al.,
2012). Thus, th e t ransparen cy co mmit ment of hu man
resou rce p ract ices can be defined as the clearn ess and
understan dab ility o f hu man resou rce p ract ices by
leaders an d emp loy ees and th e co mmit men t o f
app ly ing th ese p ract ices by the leaders ins ide the
working environment .
The t ransparen cy co mmit ment of HRP is under
the u mb rella of th e leadersh ip auth ent icit y, wh ich is
about the t ruth o f execut e the p ro mis es as a real
act ion in wo rking en v iron ment . Th e lack o f
transparency co mmit ment of HRP cou ld d ecrease the
trust o f relat ionsh ip bet ween t he leadersh ip and the
emp loy ees. Thus, the level o f emp loyees ’ sat is fact ion
will be decreased , and t he job p erfo rman ce will be
decreased . In oth er wo rds , if the HRP po lices are
clear and the lead ership are honest in app ly ing these
policies, th en the emot ions of emp lo yees will be
posit ive, and they will be sat isfied. The emp loyees’
satis fact io n will enco urage them to do qu ality and
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accu rat e working tas ks, wh ich imp rov e the overall job
performance of the organizat ion .
Th is p aper aims to rev iews the ro le o f
transparency co mmit ment o f HRP in en hance the
emp loy ee's sat is fact ions in the ban ks . The n ext
section d iscusses related wo rks to t ransparency
co mmit ment o f HRP, emp loyees' sat isfact ion , and the
connect io n b et ween these facto rs . Sect ion 3.0
suggests the concep tual model based on the literatu re
rev iew. Last ly, sect ion 4.0 p resents th e conclus ion
and the future works.
II. LITERATURE REVIEW
Th is sect ion p resent exp lains th e study fact ors
(Transparency Co mmit ment of HRP and emp loyees'
satis fact io n) and the relat ionsh ip bet ween these
factors.
III. TRANSPARENCY COMMITMENT OF
HUMAN RESOURCE PRACTICES
Successfu l co mp an ies no long er see emp loy ees as a
recourse whose p rimary funct ion is to p rov ide goods
and serv ices . Instead emp loyees are seen as crit ical to
the cap ab ility o f serv ice o rgan izat ion (Omar &
Sheh ada, 2015). W right and Kim (2004) study sho wn
that th e hu man resou rces can be a sou rce o f
co mp et it ive advan tage because they meet th e crit eria
fo r being a sou rce o f sustainab le co mpet it ive
advantag e. A firm H RM p ract ices refers to as
invo lv ing “peop le p ract ices; it refers to t he po licies,
pract ices , and systems th at in fluence emp loyees’
behav io r, att itudes , and perfo rman ce (No e et al.,
2003).
HRM pract ices in clude analy zing and
design ing wo rk, determin ing hu man resou rce needs
attract ing pot ent ial emp loyees , choos ing emp loyees,
teach ing th em ho w to perfo rm t heir jobs and
prep aring them fo r th e futu re, reward ing emp loyees,
evaluat in g their perfo rmance and creat ing a posit ive
work environment (Mathur, 2015).
There are many stud ies fo cused on HRM
pract ices as a t it le, but imp lemented so me of the
who le p ract ices. Th e study o f Gidado et al. (2014)
used t rain ing, salary & wages, and d irecto rs’
emo lu ment as fun ct ions of hu man resource
develop ment , and fou nd th at th eir inv est ment h as a
posit ive and sign ificant relat ionsh ip with th e b an k
perfo rmance in Malaysia and Nigeria. A lso ,A l A zaam
and Jaradat (2013) rep resented (job an alyses and
design , recru it ment , t rain ing and develop ment and
emp loy ee's perfo rmance app raisal) as HRM p ract ices
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by found its impact on ach iev ing CA fo r 40 industrial
co mp an ies at al Hassan industrial Estat e in Jo rdan .
Where th e HR t rain ing and dev elop ment d imens ion
show that th ere is no s ign ificant impact on ach iev ing
CA . Pahu ja an d Dalal(2012) rev iewed ho w
co mp et it ive ad vantag e is dev eloped us ing HR
pract ices in th e St ate Ban k o f Ind ia fro m the
emp loy ees’ p erspect ive, an d ident ified fiv e key
facto rs as recru it men t and reward system, t rain ing and
skill d evelop ment p ract ices, o rg an izat ion climate,
emp loy ee part icipat ion and empo werment; and
effect ive co mmun icat ion system. Su ifan(2015) used a
samp le of 500 emp loy ees wo rking fo r pub lic and
private o rg an izat ion in various industries in Jo rdan to
examine the impact o f (t rain ing , pers on-org an izat ion
fit , and rewards) as HR p ract ices on o rgan izat io nal
co mmit ment , and found that there are s ign ificant ly
and pos it ively associated with each other.
Su ifan (2015) measured t rain ing us ing a scale
developed by Yah ya and Goh (2002) where rewards
construct was measu red by a scale adopt ed fro m
Sejjaaka and Kaawaase (2014).
Based on the above wo rks , it can be
concluded that the effect ive benefits o f HRM cou ld
mot ivate th e emp loy ees to do their best in wo rking
env iro n ment . Ho wev er, the lead ers shou ld be
co mmitt ed to ward the HRP in o rder to bu ild t rusted
env iro n ment . Th e t rust bet ween th e emp loyees and
the o rg an izat ion is very impo rtant to mot ivat e the
emp loy ees to do th eir best in the wo rking
env iro n ment . Hence, th e lead ers shou ld sho w the self-
true co mmit ment to ward the emp loyees in o rder to
construct effect ive relat ionsh ip in wo rking
env iro n ment . Th is idea b eco mes impo rtan t eth ic in
any bus iness under th e scope o f leader int eg rity
(Drisco ll & M cKee, 2007; Verbos et al., 2007). The
leader integ rity is about the tru th level o f lead ers'
wo rds to wards th eir emp loy ees (Palans ki and
Yammarino , 2007; Palanski&Vog elgesang , 2011).
Avolio an d Gardn er (2005) ment ion ed t hat
the match ing b et ween the leaders' behav io rs and their
act ions in wo rkin g env iron ment cou ld in d icat e the
one-self t ru e o f leaders to wards their emp loyees.
Similarly , th e idea of ‘‘b eing t rue to one’s wo rd when
dealing with others ’’ h as estab lished itself as
behav io ral integ rity , the perceived align ment bet ween
the leader's words and actions (Simons, 2002).
With reg ards to the id ea o f leaders ' integ rity ,
two impo rt ant fundament als are invo lve the lead ers o r
behav io ra l int egrity in HRP (Simo ns et al. 2015;
Palanski&Yammarin o 2011; Leroy et al., 2012); (i)
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the t ransparen cy o f leaders ' wo rds and behav iors
toward th e emp loyees, and (ii), the co mmit ment o f
produce th ese wo rds as act ions in the wo rking
environment .
The t ransparen cy o f leaders' wo rds and
behav io rs can be defined as th e clearness o f
co mmun icat ion b et ween the emp loyees and the
organ izat ion . Many po licies such as the wo rking
ro les , responsib ilit ies, rights , and dut ies shou ld be
clear fo r leaders and emp loyees ( Kern is &Go ld man ,
2006; Kaptein , 2011; Palanski&Yammarino 2011).
Therefo re, the co mmun icat ion bet ween leaders and
emp loy ees can be s imp lified b ased o n kn o wn and
defined policies.
On the o ther hand , the leaders o r org an izat ion
co mmit ment can be defin ed as th e tru th o f ap p ly ing
the working po licies by th e lead ers ins ide th e wo rking
env iro n ment (Leroy et al., 2012). The lack of honesty
in app ly ing the o rgan izat ion po licies by leaders cou ld
decrease the t rust and sat isfact ion lev el o f emp loyees
toward the organizat ion (Walumbwa et al., 2011).
Hen ce, t he transparency co mmit ment o f
hu man resou rce p ract ices can be defin ed as the
clearness and un derstandab ility o f hu man resource
pract ices by leaders and emp loyees and the
co mmit ment of app ly ing these p ract ices by the
leaders insid e the wo rkin g env iron ment . The
transparent of hu man resou rce p ract ices like train ing ,
salaries, b ounces , rewards, and social security is
impo rtant to clarify the rights and dut ies o f emp loyees
and lead ers . On the ot her hand , the lead ers s hou ld
co mmit ment to app ly th ese p ract ices based on the
transparent act ions and ro les. In oth er wo rds, the
leaders shou ld be auth ent ic in exp lain and app ly the
hu man resource p ract ices ins ide th e wo rking
environment .
IV. EMPLOYEES SATISFACTION
The most-used defin it ion of emp loyee o r job
satis fact io n is by Locke (1976) as “a p leasurab le o r
posit ive emot ional state resu lt ing fro m the app raisal
of one’s job o r job experiences” (A. Judge &Klinger,
2008). Lo cke, who is the lead ing academician among
many research ers, states th at th ere are imp ort ant
points in above defin it ion o f emp loyee sat is fact ion :
an emot ional stat e imp lied t hat there is an effect ive
co mpon ent to the job s at isfact ion; an app raisal
process imp lied th at th ere is a cogn it ive o r evaluat ive
co mpon ent to the job sat is fact io ns. In o ther wo rds,
Locke’s defin it io n cons ists o f th ree elements :
effective, cognitive and job-focused.
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There are various defin it ions o f job
satis fact io n as ment ioned , first of all, it can be
defin ed as concern ing one’s feeling o r state of mind
related with the wo rk (Chugh at i&Perveen, 2013) and
“an emp loy ee’s p osit ive at t itude to wards the
co mp any, co -wo rkers and , finally , the job”
(Sypn iews ka, 2014). Wh en the inst itut ion meets job
exp ect at ions, the ind iv idu al experien ce posit ive
feelings, so , th ese pos it ive emot ions ind icate job
satisfaction (Green, 2000).
Another d efin it ion o f t he emp loyee/ job
satis fact io n concept is “th e ext ent to wh ich peo p le
like sat isfied- or d is like/d issat isfied with their job”
(Spect or, 1997). In fact , job d issat isfact ion reduces
ind iv idual’s perfo rmance and causes so me negat ive
effects such as lo w p roduct iv ity , absenteeis m, and
quitt ing t he job and it is hard to p revent job
dissat isfact ion (A ltunt as, 2014). In t h is cont ext , “the
evaluat io n o f ind iv idual’s assessment level t hat ho w
the wo rk env iron men t fu lfils their needs” (Dawis and
Lofqu ist, 1984), and “g eneral att itu des o f emp loyees
towards th eir jobs” (W ickramas inghe, 2009) are the
other defin it io ns of job sat is fact io n. Simp ly stated ,
the mo re emp loy ees’ wo rk env iron ment fu lfills their
needs, values , o r p erson al ch aract erist ics, th e g reater
the degree of job satisfaction (Ibrahim et al., 2012).
Acco rd ing to Koyuncu (2006) the wo rking
engagement is one o f th e most imp ortant d imensions
of emp loy ees ’ sat isfact ion . Wo rk engag ement has
received in creas ing research attent ion o ver the past
years, reflect ing th is emph asis (Leiter & Bakker,
2010; Sch au feli et al., 2009). Eng aged wo rkers are
energet ic, are pos it iv ely connect ed to their wo rk and
feel they are do ing their jobs effect ively . It is a
pers istent and b road affect ive cogn it iv e state.
Sch aufeli et al. (2009) v iew it as a pos it ive, fu lfilling
wo rk related state o f mind that is characterized by
vigo r, d ed icat ion and abso rpt ion . Vigo r is
charact erized b y h igh levels o f en ergy, the
willingness t o invest en ergy in on e’s wo rk and
pers istence in d ifficu lt t imes; ded icat ion is
charact erized by h igh lev els of wo rk invo lvement and
feelings o f p ride and challenge fro m one’s wo rk; and
absorpt ion is ch aract erized by d eep con cent rat ion in
one’s wo rk th e sense that t ime passes qu ickly and one
is reluctant to leave their work.
The emp loy ee eng agement is very dep end ing
on the emp loyees ’ sat is fact ion (Federman , 2009;
Leiter & Bakker, 2010; Zigarmi et al., 2009).
Emp loyees ’ sat is fact io n has been defin ed as “the
primary affect ive react io ns o f an ind iv idu al to various
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facets o f th e job and to job experien ces”
(Igbaria&Bu imaraes , 1993, p. 148). As cont rasted to
job sat isfact ion , emp loyees ’ wo rk engag ement is
consid ered a vo lunt ary emo t ional co mmit men t t hat
can be in fluenced by org an izat ional support , mut ual
trust among team memb ers, and p ersonal enth usias m
and willingness (Schaufeli et al., 2009).
Under th is perspect iv e, t rustfu l lead ers and
support ive peers cou ld increase th e lev el o f
emp loy ees’ work engagement and u lt imately lead to
organ izat ion al perfo rmance imp rovemen t. Thus,
emp loy ees’ wo rk engag ement includ es invo lv ement
with th e o rg an izat ion that go es beyo nd the affect ive
focus of job satisfaction (Leiter & Bakker, 2010).
In add it ion, o rg an izat ional co mmit men t and
engagement are similar co ncepts in terms o f expected
outco mes. Ho wev er, many engag ement research ers
have emph asized that the concept o f engag ement is
related to emp loyees ’ vo luntary b ehav io ral aspects
(Macey & Schn eider, 2008; Saks, 2006) whereas
organ izat ion al co mmit ment app ears to b e mo re
att itud inal in nature includ ing affect ive, cont inu ance,
and no rmat ive do mains. Generally , eng agement is
viewed as a mo re ho list ic constru ct th an co mmit ment .
Organ izat ion al co mmit ment and job sat is fact ion are
subsumed with in th e const ruct o f o rgan izat io nal
engagement (Bakker &Schaufeli, 2008; Saks, 2006).
V. RELATIONS HIP BETWEEN
TRANSPARENCY COMMITMENT OF
HRP AND EMPLOYEES SATISFACTION
Absar et al. (2010) exp lored the impact o f HRP on the
emp loy ees’ s at isfact ion in 20 manu factu ring firms in
Bang lad esh. The find in gs o f th e quest ionn aire survey
that co llected fro m 60 emp loyees sho wed that there is
sign ificant relat ionsh ip bet ween HRP and the
emp loy ees’ sat is fact ion. Th e researchers found ed t hat
the level o f emp loyees’ sat is fact ion cou ld be
increased th rough many p ract ices such as o ffer
ext ens ive t rain ing and dev elop ment programs fo r the
emp loy ees, int roduce p roper p erfo rman ce app raisal
systems , and o ffer at least reasonab le co mp ensat ion to
the employees.
The study of Hu n jra et al. (2010) was focused
on th e managemen t ro le o f the HRP in th e emp loyees’
satis fact io n. The stu dy dat a was co llect ed us ing
questionn aire su rvey fro m 295 emp loyees in Pakistan i
ban ks. The sign ificant resu lts sho wed that the HRP
such as train ing and co mp ensat ions are important to
enhance wo rking engag ement o f the emp loy ees. The
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leadersh ip behav io r t o ward the man agement o f HRP
is necessary for effect ive imp lementat io ns of these
pract ices . Th e lead ership shou ld hon est in d istrib ute
the HRP based on clear po licies acco rd ing to
employees working performances .
Kay a et al. (2010) p resent ed the impo rtan ce
of manage th e HRP to add ress th e emp loyees’
satis fact io n in Tu rkis h ban king secto r. Kaya et al.
(2010) surv eyed 346 emp loyees fro m 19 ban ks in the
turkey . The study founded that the id eal writ ten
policies o f HRP is one o f th e main success keys to
imp rove the wo rking eng agement o f the emp loyees.
The emp lo yees cou ld expend more wo rking effo rts
and t ime to receiv e the expect ed co mp ensat ions based
on the written policies.
Zaitoun i et al. (2011) fo cused on th e HRP
effect o n th e wo rking mot iv at ion o f th e emp loyees in
ban king secto r in Ku wait . Th e dat a that co llected
fro m 100 emp loyees sho wed that th e ext rinsic HRP
like rewards and allo wances hav e greater effect on
emp loy ees’ mot iv at ion mo re than oth er HRP like
competence development and informat ion sharing.
In the same co ntext , Sh afiq et al. (2011)
conducted a research on top ic of relat ionship bet ween
co mp ensat ion and mot ivat ion o f emp loy ees, t aking
int erv iews o f 226 ban ks emp loyees of d ifferent ban ks
in Pakistan . Shafiq et al. (2011) co ncluded that de -
mot iva ted emp loy ees early q u it fro m cu rrent
organ izat ion as co mp ared to mot ivated emp loy ees due
to weak and unclear imp lementat ions o f HRP in the
banks.
Maju mder and Hossain (2012) focused on the
impact o f HRP on t he emp loyees’ sat isfact ion in
ban ks env iro n ment . The study used a quest ionn aire
survey to co llect dat a fro m 88 emp loyees in
Bang lad esh b an ks. The study revealed that t he HRP
pract ices p lays impo rtant ro le in th e emp loyees’
satis fact io n in the ban ks in dev elop ing coun t ies due to
lo w levels o f salary and ot her econo mic b enefits in
these count ries. Main ly , the study shows that the
emp loy ees in the study area are not sat isfied due to
two main reasons; (1) the HRP po licies are not clear
fo r the emp loyees, and (2) th e HRP like
co mp ensat ions an d t rain ing no t sat is fy t he ext rins ic
needs of the employees.
Bo wra et al. (2012) stud ied the relat ionsh ip
bet ween th e HRP and emp loyees’ perfo rmance in the
ban ks. The study dat a were co llected fro m 235
emp loy ees in b an king sector o f Pakistan . The resu lts
show that th ere posit ive and s ign ificance relat ionsh ip
bet ween the HRP in th e ban k and the imp rovement o f
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Vol-4, Issue-5, Sep – Oct 2019
ISSN: 2456-7620
emp loy ees’ b ehav io rs to ward en hance the
perfo rmance level of their wo rking tasks . Fo r
effect ive man agement o f HRP, th e co mpensat ions
such as rewards and p ro mot ions s hou ld be p rov ided
acco rd ing to perfo rmance level o f the t asks t hat
acco mp lished b y the emp loyees. Th is requ ires
effect ive evaluat ion o f th e tas ks p erfo rman ce t hat
acco mp lished by the emp loyees . The p erfo rman ce
evaluat io n invo lves many p erfo rman ce d imension s
such as t asks quality and accu racy. Bo wra et al.
(2012) e xp lain ed that the emp loyees shou ld
understan d th e HRP po licies to mo t ivate them to
enhance their working perfo rmance in o rd er to
receive the possible HRP.
Mochama(2013) examin ed the effects o f
award ing equal emp loy ee benefits on emp loyees’
lev el o f job sat isfact ion , also exp lo red the lin k
bet ween eq ual emp loyee benefits and job p erfo rman ce
based on a study condu cted at th e Keny a Pipeline
Co mp any, Eldo ret Branch in Kenya. The study
estab lished that th ere is a pos it iv e co rrelat ion bet ween
equal emp lo yee b enefits and level o f job sat is fact ion
among emp loy ee. There was also a s ign ificant
correlat ion b et ween equal emp loyee ben efits and
increased efficiency as well as p ro fit ab ility .
Con versely, there was no s ign ificant relat ionsh ip
bet ween equ al emp loyee benefits and co rpo rate
imag e, emp lo yee ret ent ion , cost reduct ion and staff
morale.
Ib rah im, Subraman iam, and Shamsud in (2014)
exp lored the ro le o f HR p ract ices in in fluen cing
cyberdev iance. It also see ks to examin e wh ether job
satis fact io n med iates the lin k bet ween HR p ract ices
and cy ber d ev ian ce. The study uses fou r d imensions
of HR p ract ices i.e. perfo rmance app raisal,
co mp ensat ion p ract ice, career advan cement , and
emp loy ment secu rity , wh ile job sat is fact ion y ielded
two d imensions i.e. sat is fact ion with p ay, and
satis fact io n with wo rklo ad. Resu lts showed that all
fou r d imens ions of HR p ract ices were s ign ificant ly
able to exp lain 68.8% o f th e varian ce in cyber -
dev iance. Sat isfact ion with p ay was found to part ially
med iate the lin k bet ween perfo rmance app raisal and
cyberdev iance. On t he other hand , sat is fact ion with
wo rklo ad was a part ial med iato r bet ween p erfo rman ce
appraisal and cyberd ev ian ce, and bet ween career
advancement and cyberdeviance.
Ah mad et al. (2015) exp lained that the ret ent ion
of th e emp loyees in the b an ks wou ld be i mpro ved
through various HRP such as free t rain ing , salary ,
bonuses, leave b enefits , and insurance. One o f the
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International Journal of English, Literature and Social Science (IJELS)
https://dx.doi.org/10.22161/ijels.45.9
min retent ion elements is the emp loy ees’ sat isfact ion ,
wh ich can be enhanced th rough mot ivate the
emp loy ees us ing v arious econo mic b enefits . The
leader co mmit ment and honesty o f p rov ide the
co mp ensat ion acco rd ing t o clear po licy is imp ort ant
to improv e th e pos it iv e emot ions o f the emp loyees.
Appro xi mat ely , the same exp lanat ions were p resen ted
by M ah mood et al. (2014) study wh ich su rvey ed 150
employees in Pakistan banks.
Ijigu (2015) stud ied th e effect o f manag e the HRP
on th e emp loy ee's sat isfact ion in Eth io p ian pub lic
ban ks. To study th is effect , a quest ionn aire survey
was cond ucted with 333 ban ks emp loy ees. The resu lts
show th at th e HRP like train ing and co mpensat ions
are impo rtance to enhance the mot ivat ion level o f
wo rking engagement. The p rov id ed HRP shou ld be
managed effect iv ely to ensure th e emp loyees
satis fact io n, wh ich lead them to do their best to
acco mp lish the wo rking tas ks. The HRP manag ement
cou ld be imp roved though structure po licies t hat
clarified by the leaderships.
Based on the abo ve stud ies, it is clear th at the
effect ive HRP p ract ices are impo rtant t o increase the
satis fact io n lev el o f th e emp loy ees, wh ich encou rage
Fig.1: Conceptual Model
VII. CONCLUSION AND FUTURE WORKS
This paper rev iews the role of transparency commit ment
of HRP in employees' satisfaction in the banks. The most
important dimensions of the transparency commit ment of
HRP are the effect ive HRP (such as training and
compensations), transparency of HRP policies, and
leadership’s commit ment toward the HRP policies. On the
other hand, the main d imension of the emp loyees’
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Vol-4, Issue-5, Sep – Oct 2019
ISSN: 2456-7620
them to eng age their wo rking act iv it ies us ing mo re
effo rts. Th e man agement o f HRP through id eal and
effect ive po licies is n ecessary to mot iv ate the
emp loy ees to do their b est in o rder to receive the
exp ect ed HRP b ased on clear ro les. Ho wever, th ere
are few ev idences (research gap) that p rov ided by the
past stud ies about the imp ortance o f HRP
transparency , and th e leadersh ip co mmit ment to ward
the HRP policies.
VI. CONCEPTUAL MODEL
Regard ing to the gap in lit eratu re rev iew, Figu re 1
illust rat es the concep tual mod el as a resu lt o f th is
paper. The HRP man agement is impo rtant to improve
the emp loy ees' sat isfact ions . There are th ree
dimens ions shou ld take in the account o f HRP
management; (i) p rov id e effect ive econo mic benefits
of HRP b ased o n th e emp loyees perfo rmance, (ii) the
HRP po licies shou ld be t ransparent , understood , and
clear fo r all emp loy ees in th e b an k, and (3) the
leaders shou ld be co mmitted in app ly th e HRP
policies as real act ions in b an ks env iron ment. These
three d imens ions wou ld enh ance the wo rking
engagement level o f the emp loyees in th e b an k
through increase the level of employees' satisfaction.
satisfaction is the level of working engagement. The
management of HRP dimensions is important to enhance
the level of employees' satisfaction and working
engagement. In the future, several works could be
conducted such as develop research hypotheses based on
the conceptual model and test it using questionnaire
survey with banks employees. Another important future
works is the relationship between the HRP management
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International Journal of English, Literature and Social Science (IJELS) Vol-4, Issue-5, Sep – Oct 2019
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