Linking human resource practices and organisational performance: Evidence from small and medium organisations in Malaysia

The present study attempts to provide empirical evidence on the relationship between the four main dimensions of human resource practices and organisational performance, in response to the call by previous scholars that the influence of specific human resource practices on organisational performance need to be further ascertained across different organisational contexts.The dimensions considered in the study are compensation, information sharing, job security and training and development.Toward this end, a survey among 84 small and medium organisations in the central region of Peninsular Malaysia was carried out.Self-reported measures were used to obtain data pertaining to human resource practice dimensions and organizational performance.Regression analysis were run to examine the proposed relationships and it was found that all dimensions except job security showed positive relationships to organisational performance as hypothesized.Discussion on the findings is highlighted, so as the implications for practice and future research.Limitations of the study are also offered