International Journal of Social Science Research (IJSSR) eISSN: 2710-6276 | Vol. 3 No. 4 [December 2021]
Journal website: http://myjms.mohe.gov.my/index.php/ijssr
THE IMPACT OF HUMAN RESOURCES MANAGEMENT (HRM) PRACTICES ON TASK PERFORMANCE AMONG RANK FILE POLICE IN KLANG VALLEY: THE MEDIATING
ROLE OF JOB EMBEDDEDNESS AND JOB SATISFACTION
Chong Kok Yeow1* and Daisy Mui Hung Kee2
1 2 School of Management, Universiti Sains Malaysia, Penang, MALAYSIA
*Corresponding author: chongkokyeow@yahoo.com.my; aisy@usm.my
Article Information:
Article history:
Received date : 12 October 2021 Revised date : 17 November 2021 Accepted date : 3 December 2021 Published date : 14 December 2021
To cite this document:
Chong, K., & Mui, D. (2021).THE IMPACT OF HUMAN RESOURCES MANAGEMENT (HRM) PRACTICES ON TASK PERFORMANCE AMONG RANK FILE POLICE IN KLANG VALLEY: THE MEDIATING ROLE OF JOB EMBEDDEDNESS AND JOB SATISFACTION.International Journal of Social Science Research, 3(4), 109-123.
Abstract: The research aims to investigate the impact of Human Resources management (HRM) practices on task performance police officer in Royal Malaysia Police (RMP) in Malaysia. Recently, the performance of police officers in RMP organizations are rather daunting. The civilian were dissatisfaction police officer poor performance, abuse power, and corruption. Thus, this research what to find out the impact of HRM practices to manage police office in their duties. The population of the study was 297 police officers who current working in Royal Malaysia Police (RMP) in as patrol street police officer (Mobile Patrol Vehicle-MPV) in Kuala Lumpur. Total of the responses were collected directly using structured questionnaire. Data were analysed by using the SmartPLS 3.2.9 software. The findings revealed that the HRM practices have a positive direct relationship between police officer performance. Also, the indirect relationship between task performance and integrity with performance, which through organizational commitment and job satisfaction. Therefore, the study contributes to the integrity literature by providing a reasonable explanation of mediating role of the job embeddedness and job satisfaction in connecting police officers behaviour in the context of performance.
Keywords: HRM practices, Job Embeddedness, Job Satisfaction, Task Performance.
1. Introduction
Today, the service sector such as the Royal Malaysia Police plays a crucial role in the society. RMP not only involve law enforcement, order maintenance, and services (Navaretnam, 2011) but it also demands pride in service and ethical workplace behaviors (Ahmad et al., 2019). The recent news
“Retiring Malaysia police chief Tan Sri Abdul Hamid Bador causes ripples with claims of corruptions in senior ranks of force” on 23 March 2021 (The Straits Times, 23 March 2021) is another evidence that police officers performance is a serious issue that needs to be addressed. The stunning claim of longstanding corruption in the force sparked calls for open investigations. The revelation has also got the attention of former police chief Musa Hassan, who claimed that unhealthy past practices within the ranks have persisted.
The level of confidence of the society towards PDRM in preventing crimes was only 53%, and the Safety Perception Index survey also decreased from 47.5% in 2011 to 39% in 2014 (Rashid et al., 2017). In a survey conducted in 2017, 57% of the Malaysian participants in the TI-M Global Corruption Barometer survey felt that the police department was the most corrupt. In 2017, RMP had arrested 21 police officers, including several high-ranking officers, who were in cahoots with drug lords. MACC has arrested about 12 police officers, including one police station head, for their alleged involvement in a police protection racket for massage parlours in the Klang Valley in the same year.
Unfortunately, the police officers entrusted to act against illegal activities, including prostitution and gambling dens, have been found protecting the operators and syndicates.
Bukit Aman Integrity and Standard Compliance Department have received many public complaints on the police not discharging their responsibilities as law enforcers (The Star, 28 December 2020).
Some common examples of police officer poor actions or “inactions” include 1) police did not or were late in filing police reports on road accidents; 2) police officers reduced the summons and traffic compound of the offenders who gave him coffee money; and 3) police officers did not investigate reports made such as cases of snatching handbags, dogs roaming in the area, house thefts, road accidents, and drug addicts occupying empty houses. Many complaints from the public were related to poor service quality and performance of the police officers (Kadir & Jusoff, 2009; Rahman & Lee, 2019).
Being a police officer is a highly stressful occupation (Viegas & Henriques, 2020; McKayDavis et al., 2020). Malaysian police officers are no exception. RMP often faces disciplinary violations and poor job performance (Zakarani & Noor, 2021). The police force has long been perceived as corruption-ridden. This study focused more on understanding the effect of HRM practices among police officers, especially in Klang Valley.
2. Literature Review 2.1 HRM Practices
Past research focuses on the impact of HRM on employee attitudes and behaviors such as employee satisfaction, employee commitment, employee performance, and employee retentions and organizations seeking human resources as a valuable asset (Armstrong, 2010; Bonavia & Marin- Garcia, 2011; Brunetto & Beattie, 2020; Cooke, Dickmann, & Parry, 2020; Gill & Meyer, 2011;
Gurlek, 2020). Effectively HRM practices make the employees tend to be more satisfied, companies more innovative and develop a more favorable reputation in the community (Gurlek, 2020).
Majumder and Hossain (2012) found out that a lack of effective HRM practices can reduce employee satisfaction and commitment in the banking sector of Bangladesh. The dimensions of HRM practices (e.g., compensation package, job security, career growth, training and development, and working environment) do not satisfy the employees equally in the banking sector of Bangladesh. Cooke (2020) have urgent the HR professional, consultants, and researchers to develop new shape HRM practices.
HRM is a set of framework employment systems that include procedures and policies to maximize employee performance and commitment to achieve organizational goals (Alagaraja, 2013; Guest, 1997). There has been growing research on HRM practices (Annarelli et al., 2020; Fahim, 2018;
Guthrie et al., 2009). Many studies have found a positive relationship between HRM and business performance (Appelbaum et al., 2000; Huselid, 1995; Knies et al., 2017; Petrovic et al., 2018; Uraon
& Gupta, 2020). HRM is hypothesized to vastly improve individual and organizational performance (Beltrán-Martín & Bou-Llusar, 2018; Demortier et al., 2014; Gürlek & Uygur, 2019; Jiang, Lepak, Hu, et al., 2012; Minbaeva, 2013). Based on the above justification, the following hypothesis is formulated:
H1: There is a positive relationship between HRM practices and task performance.
2.2 Job Embeddedness as a Mediator Between HRM Practices and Task Performance
Job embeddedness (JE) is a unique factor that can explain why employees select to stay on with their organization if they are satisfied with their job and leave (Mitchell et al., 2001; Holtom et al., 2019).
Job embeddedness consists of 3 key constructs namely, fit, links, and sacrifice. Fit which refers to the extent of compatibility a person feels between their own value and goals, and those of the people and institutions with whom they are connected in both the work community setting (Mitchell et al., 2001).
Links can be individual social, age, financial years of service, hobbies, and membership in the community. Links important because is relative to different population and there is inherent pressure to stay at work. Sacrifice refers to the material and psychological benefits a person needs to give up were they to leave their job or their community (Mitchell et al., 2001)
The present study only focuses on the organizational embeddedness (on-the-job) to examine firm- level HRM practices, with job performance as criterion measure and organizational as the focal variable (Bergiel et al., 2009; Lamprinakis, 2019; Self et al., 2020). Additionally, organizational embeddedness also focuses on aspects of the organizational environment that embed the employees in their job. Previous research has shown organizational embeddedness (on-the-job dimensions) has a stronger relationship to task performance than community embeddedness (off-the-job dimensions)(Bergiel et al., 2009; Ghosh, Sekiguchi, & Gurunathan, 2017; Peltokorpi, 2020;
Stoermer, Davies, & Froese, 2021; Tian et al., 2016). Although HRM practices from organizations may impact employees’ embeddedness in their community; most organizations likely focus their policies to help and keep employees on the job and within the organization only (Allen, 2006; Holtom et al., 2019; Jia et al., 2020; Lee et al., 2004; Tian et al., 2016). Hence, the researcher the present study believes that employees should be embedded in the organization. Thus, the following hypothesis is postulated:
H2: HRM practices will be positively associated with job embeddedness.
H3: Job embeddedness mediates the relationship between HRM practices and task performance.
2.3 Job Satisfaction as a Mediator Between HRM Practices and Task Performance
In the early research on job satisfaction among police officers, Buzawa (1984) proposed that job satisfaction among police officers can be predicted through demographic factors including age, race, job, rank, gender, and education. There is a negative relationship between years of service and job satisfaction in police organizations, with the older police officer experiencing lower satisfaction (Buzawa, 1984). Researchers suggest that older police officers who receive lower promotional avenues tend to develop feelings of alienation (Buzawa, Austin, & Bannon, 1994).
Paoline and Gau (2020) have highlighted a need for a multidimensional assessment of the impact of the work environment on job satisfaction. The work environment can be divided into two classes for measurement: job and organizational characteristics. Job characteristics include skill variety, task identity, task significance, and autonomy. On the other hand, organizational characteristics include supervisor feedback, perceived organizational support, and peer cohesion (Johnson, 2012). The process theories and the research on the impact of the work environment have explained job satisfaction among police personnel in Western police organizations to a great extent (Kumar, 2017).
For example, the data were collected from 500 police personnel ranging from constables to inspectors in India. Researchers have also posited that job satisfaction among police officers can be predicted across different countries (Demirkol, 2020; Kumar, 2020; Kuo, 2015; Nalla et al., 2020; Nalla &
Kang, 2012; Paoline & Gau, 2020; Sembiring et al., 2020). In Malaysia, several studies conducted to study job satisfaction among police officers in the Royal Malaysia Police (Ali, Hamed, & Hassan, 2008; Ibrahim, Sulaiman, Aziz, & Hafidz, 2017; Navaretnam, 2011; Subri, 2011; Yaacob, 2012).
Thus, in this study, the following hypothesis is proposed:
H4: HRM practices will be positively associated with job satisfaction.
H5: Job satisfaction mediates the relationship between HRM practices and task performance.
3. Method
The data was collected through surveys of 297 samples which disturbed a police officer who currently working in the Klang Valley. The position police officer-involved started from constables until Sergeant. This group is the frontline that dealing with the civilian. We were disturbed 400 questionnaires for each police district headquarters include Dang Wangi, Brickfields, Sentul, and Wangsa Maju, Kuala Lumpur. After the incomplete survey forms were discarded, 297 completed from were received, response rate of 74.25%. Table 1. shown the respondent demographics of the police officers. The demographic data were as follows: 68.35% were male, 31.65% were female; the average age was 30.44 years (SD= 1.433), ranging from 20 to 60 years; the average organizational tenure was 7.45 years (SD=1.391), ranging from 1 to 30 years.
Table 1: Respondent Demographics
Measures Model
HRM practices were measured using 10-items with Cronbach’s alpha = 0.87, adapted from Delery and Doty (1996); meanwhile, job embeddedness was measured using 6-items with Cronbach’s alpha
= 0.87, adapted from Holtom et al. (2006). Job satisfaction was measured using 5-items with Cronbach’s alpha = 0.82, adapted from Warr et al. (1979) and performance was measured using 5- items with Cronbach’s alpha= 0.85, adapted from Williams and Anderson (1991). All measurements were based on a 7-point Likert scale ranging from “1 = Strongly Disagree to 7 = Strongly Agree”.
Respondent’ Characterizes Frequencies Percentages Gender
Male 203 68.35
Female 94 31.65
Age
20-30 132 44.44
31-40 112 37.71
41-50 35 11.78
50-60 18 6.07
Rank
Constable 30 10.10
Lance-corporal 134 45.11
Corporal 119 40.06
Sergeant 14 4.73
Working Experience
1- 10 years 134 45.11
11- 20 years 105 35.35
21-30 years 47 15.82
30 above 11 3.72
Data Analysis
After the questionnaires were collected by the researcher, the data will be screened before analysis.
Then Partial Least Squares – Structural Equation Modeling version 3.0 software (PLS-SEM) is utilized to analysis every item and real variables.
4. Results and Findings
The present study is using the Smart PLS 3.2.9 software for the calculate the statistical estimation for structural and hypothesized framework. This included to inspect the validity and reliability of model, the follow with path analysis, coefficient of determination, and effect size. Sarstedt et al. (2017) posited that the assessment for two-stage of the outer and inner is a usual for the relationship checking and model assessment. It is important to estimate the well balanced and sensible on validity and reliability, path analysis, coefficient of determination, and the effect size (Sarstedt et al., 2020).
4.1 Measuring Model
Table 2 shown the result the results of Cronbach alpha (CA), composite reliability (CR), average variance extracted (AVE), and variance inflation factor (VIF) values. All constructs for outer loading, Cronbach alpha, and composite reliability shows the value of above 0.7. The outer loading was between 0.704 to 0.941. Only the items loaded below 0.70, the items of construct HRM practices.
According to Sarstedt et al., (2017), the loading of the variables was loading 0.7 above and acceptable.
Composite reliability estimated varied also loading between 0.916 to 0.951 than higher that 0.7 as a standard level.
The average variance estimates (AVE) also reach the minimum standard above 0.5, loading between 0.580 to 0.670. The variance inflation factor (VIF) values also be inspected to measure whether an independent variable is highly correlated with other independent variables. If the VIF values is 5 or higher, it indicates a potential collinearity problem (Hair et al., 2019). The VIF is loaded between 1.186 to 1.228 and acceptable. The measurement for the validity and reliability were achieved.
Predictive relevance (Q2) is also reported to be above zero, which supports the model’s predictive relevance for endogenous construct (Sarstedt at al., 2017). Hence, all the constructs have satisfactory values, which shows that the constructs used in this study are reliable. This assessment measurement is important to link the significance of path coefficients, coefficient of determination, t-value, mediation effect, and effect sizes (Sarstedt et al., 2017).
Table 2: Cronbach Alpha (CA), Composite Reliability (CR), Average Estimates Variance (AVE) Correlation, Variance Inflation Factor (VIF)
Respone rate (n= 297)
HRM Practices= HRM; Job Embeddedness= JE; Job Satisfaction Job= JS; Task Performance= TP
Constructs Item Loading CA CR AVE VIF Q2
INT HRM 1 0.872 0.865 0.951 0.670 1.186 0.598
HRM 2 0.783 HRM 3 0.941 HRM 4 0.729 HRM 5 0.807 HRM 6 -0.781 HRM 7 0.862 HRM 8 0.845 HRM 9 0.795 HRM 10 0.746
JE JE 1 0.748 0.925 0.940 0.635 1.189 0.559
JE 2 0.851
JE 3 0.884
JE 4 0.754
JE 5 0.759
JE 6 0.852
JE 7 0.814
JE 8 0.722
JE 9 0.768
JS JS 1 0.750 0.944 0.929 0.580 1.228 0.505
JS 2 0.751
JS 3 0.722
JS 4 0.763
JS 5 0.728
JS 6 0.778
JS 7 0.704
JS 8 0.801
JS 9 0.790
JS 10 0.832 JS 11 0.710 JS 12 0.769 JS 13 0.753 JS 14 0.796
TP TP 1 0.800 0.901 0.916 0.625 0.211
TP 2 0.801
TP 3 0.728
TP 4 0.873
TP 5 0.860
TP 6 0.749
TP 7 0.708
Discriminant validity or divergent validity refers to constructs or measurements that have no relationship by examining the correlations between the potentially overlapping measures. It means that a construct is tested to be distinct from other constructs. According to Hair et al. (2017), the square root of the average variance extracted (AVE) compares constructs with the correlations with other constructs. Discriminant validity is achieved when average variance extracted (AVE) higher than squared correlations between constructs (Chin, 1998; Fornell & Larcker, 1981). AVE was used to assess discriminant validity as a suggestion from previous researchers (Hair et al., 2017). Table 3 shown all bolded diagonal loadings being higher than their vertical counterparts. All the correlations between the construct and the values of the square root of the AVE loaded above 0.50, which significant all the diagonal vales are significant than the correlation among the variables (Hair et al., 2017).
Additionally, Heterotrait-monotrait ratio correlation (HTMT) was employed to assess discriminant validity, which can create blocks of model evaluation (Henseler et al., 2015). As shown in Table 4, the maximum value of HTMT is 0.376, which is below 0.85.
Table 3: Discriminant Validity of Constructs
Human Resources Management Practices= HRM; Job Embeddedness= JE; Job Satisfaction= JS; Task Performance=
TP.
Table 4: Discriminant Validity Result Based on Heterotrait-monotrait (HTMT) Ratio of Correlations
Constructs HRM COM JS TP
HRM -
Organizational Commitment 0.296 -
Job Satisfaction 0.376 0.338 -
Task Performance 0.318 0.318 0.297 -
Constructs HRM JE JS TP
Integrity 0.818 -
Organizational Commitment 0.301 0.707 -
Job Satisfaction 0.346 0.349 0.761 -
Task Performance 0.281 0.343 0.286 0.791
Figure 1: Path Analysis and Hypothesis Testing
In this study, we also did the bootstrapping to test the direct effect and indirect effect on hypothesis.
The graphical findings of bootstrapping testing in Figure 1.
Figure 1: Results from the PLS-SEM (5000) Bootstrapping
We performed bootstrapping which involved 5000 samples whilst our actual sample of the study stand at 297. First, we examined the relationship between the independent variables and dependent variable performance (X to Y). Second, we will test the relationship between the multilevel relationship between the independent variables the independent and the dependent variable, including the job satisfaction and job satisfaction (mediator) in the model (X to M to Y). Third, we also tested the coefficient of determination (R2) through bootstrapping and predictive relevance (Q2) through blindfolding procedure in the Smart PLS software.
The results as displayed in table 5 show that HRM practices direct effect on performance police officers. First, Hypothesis 1 shows HRM practices direct effect performance is positive and significant (β=0.281, SE=0.048, p<.001) and t value is 5.878 is significant effect to performance.
Hypothesis 1 is supported. Second, the direct effect on HRM practices to job embeddedness (β=0.301, SE=0.051, p<0.01) and t value is 6.285. Hypothesis 2 is supported. Third, HRM practices direct effect on job satisfaction (β=0.377, SE=0.053, p<0.01) and t value is 7.086. Hypothesis 4 also supported.
In the Table 5 also shows the results coefficient of determination (R2) and predictive relevance (Q2).
The effect size of dependent variable performance R2 is 0.168 with Q2 values is 0.099, which consider is small. Meanwhile, effect size of job embeddedness R2 is 0.091 with Q2 values is 0.056, which also consider is small. The effect size of job satisfaction R2 is 0.120 with Q2 is 0.067. Cohen, (1988) noted that rule of thumb, R2 of 2% is considered small, R2 of 13% is considered medium, and R2 of 26% is considered large. Although, the finding for R2 is small in this study but value in the model is significantly above zero, which support the model’s predictive relevance for endogenous construct (Hair et al., 2016).
Table 5: Path Analysis Structural Model Results
Note: **P<0.01, * P,0.05
Note: Predictive relevance (Q2) effect sizes are namely level of 0.02 is small, 0.015 is medium, and 0.35 is large.
Table 6 is shown a positive significantly indirect effect relationship of job embeddedness between HRM practices and task performance (β=0.074, p<0.01, LLCI= 0.041, ULCI= 0.116). Thus, hypothesis 3 is mediator. For indirect effect of job satisfaction between integrity and performance (β=0.048, p<0.01, LLCI= 0.016, ULCI= 0.091) also indicate a positive significant indirect relationship. Therefore, hypothesis 5 also accepted as a mediator.
Table 6: Coefficients for Mediating Effect (Indirect Effect)
Consturct Beta SE t
Value
P Value
LLCI 5%
ULCI 95%
Decison HRM– JE-TP 0.074 0.023 3.223** 0.001 0.041 0.116 Mediation HRM– JS-TP 0.048 0.023 2.017* 0.035 0.016 0.091 Mediation Note: **P<0.01, * P,0.05
Path Beta SE t
value
P value
F2 LLCI 5%
ULLI 95%
R2 Q2 Result HRM->TP 0.281 0.048 5.878** 0.000 0.187 0.207 0.365 0.168 0.099 Accepted HRM->JE 0.301 0.051 6.285** 0.000 0.178 0.217 0.374 0.091 0.056 Accepted HRM->JS 0.346 0.045 7.619** 0.000 0.167 0.265 0.414 0.120 0.067 Accepted JE–>TP 0.246 0.062 3.951** 0.000 0.147 0.138 0.344 Accepted JS->TP 0.140 0.059 2.356** 0.018 0.132 0.043 0.237 Accepted
6. Discussion
In this study, we find out that JE and JS have a significant positive relationship with performance among rank file police officers in Klang Valley. Police officers who have a high level of job embeddedness able to performance well compare that police officer have same high level of job satisfaction. It means that rank file police officers prefer more welfare and harmony compare that salary.
The positive relationship between HRM practices, JE, and JS have lead police officer have high performance in the future. Even though many researchers carried out HRM practices in RMP (Ho et al., 2013; Lee, 2016; Subramaniam et al., 2015), in RMP, this subject is smallest. The results have pointed out significance f further research on HRM practices on police performance.
According to this study statistics, majority of the respondents, majority respondents were between 20-30 years age (44.44%), which led researchers to believe that young police officers are interest to claim better job embeddedness (such as relationship, facilities, and welfare) from the RMP, subsequently, generating a better performance, as compared to other groups. This given assumption to top management of RMP in adopting job embeddedness in the future.
6.1 Theoretical and Practical Implication
The current findings in this study have shown a direct relationship connected HRM practices to performance. This given clear image to top management of RMP to investigate the performance police officers through questionnaire survey. It is important to policy makers and top management to obtain the data regarding performance of police officers at various times. Through the implementation survey at different locations maybe discover consistent link connecting the JE, JS, and performance.
Those police officers were believed that top management able provides facilities and take care welfare to approach them to increase their performance. The strategies plan such as provide barracks, transports, free medical, and loan. Through adapt strategies, police officers able be more motivation in daily duties.
Besides, this study has contributed empirically in terms of understanding the influences (motivations) of police officers' behavior and attitude. The finding is supported by previous studies (Tian et al., 2016; Ling et al., 2018; Zhang et al., 2020). The present studies also provide information for RMP to understand how and where is necessary to motivate police officers in the future.
Lastly, examining the mediating roles of job embeddedness and job satisfaction in this study has helped plug the literature gap. Examining the mediating roles of JE and JS helps improve and enhance the mechanism on how the HRM practices and influence performance police officers. This may explain why high JE and JS police officers are expected to deliver a qualitative service performance to the public.
6.2 Implications Limitations and Future Suggestion
There are limitations in this current researcher. First, the sample for this study was directly collected from the police officers below the managerial level working in the frontline of urban conurbations of Klang Valley. Hence, the findings attained from this study may not be generalized to police officers who are working in other states.
Secondly, the lengthy questionnaire caused a long time to answer it. The researcher also received complaints from police officers regarding the questionnaire. The police officers felt cumbersome and heavy to read long sentences.
Finally, this study only focused on the constructs of HRM practices, JE, and JS. Thus, the results have shown that most police officers are dissatisfied their pay, burden of work, environment, and corruption which more significant with performance.
7. Conclusion
The current research investigated a limited boundary of correlation linking the job embeddedness and job satisfaction with law enforcement (Buzawa, 1984). Job embeddedness is a new construct in the Royal Malaysia Police (RMP). The results revealed that the HRM practices is direct certainly link to performance, which mediates job embeddedness and job satisfaction. Besides, this study has revealed that is an essential requirement to enhance the levels of job embeddedness and job satisfaction is worthy. The current result highlighted to top management of RMP to focus on planning and adapting new strategies to improve integrity for police office.
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