IMPACT OF MANAGEMENT PRACTICES ON JOB SATISFACTION

ABSTRACT

Purpose:

1. to evaluate the effect of five human resource management practices (HRMP) oriented towards results, employees, rigid systems, permanent recruitment of new markets, and open systems on job satis faction of employees; 2. to analyze whether perceptions of organizational justice act as mediators in such relationships.

Originality/value:

clarifying the mechanisms through which HRMP influence desirable organizational outcomes, such as job satisfaction.

Design/methodology/approach:

a quantitative and transversal study, framed within the guidelines of the associative-explanatory strategy, was carried out. A theoretical model was proposed and tested through structural equations, with confirmatory modeling strategy. The empirical verification was performed with a sample of 557 Argentine employees, who completed the scales of HRMP (25 items); Generic Work Satisfaction (7 items), and Organizational Justice (20 items).

Findings:

the HRMP that generate the greatest satisfaction among workers are those oriented to employees, and to open systems. Perceptions of justice partially mediate the relationships between HRMP and worker satisfaction.

KEYWORDS:
Human resources; Job satisfaction; Organizational justice; Explanatory model; Mediation