Name: Malik Muhamad Ali SAP ID: 21278 Program: MSPM (1st Semester) Group: B

2nd Assignment (ARM)

Reference/Over View to Assignment 1

Research Model
(COMPETENCE / COMMUNICATION: BY HR PROFESSIONALS
TO EMPLOYEE PERFORMANCE THROUGH EMPLOYEE SATISFACTION)

i.e.
HC 1

ES EP

HC 2

Introduction:-
The motivation behind this Research was to find out the relationship between competence and
Communication skills of human resources professionals and employee satisfaction, as mediating variables, to
improve employee performance.

IV1 = HR Professional Competence = HC1

IV2 = HR Professional Communication Skill = HC2
DV = Employee Performance=EP

Mediator = Employee Satisfaction=ES

Keywords:-

HR Professional Competence = HC1, HR Professional Communication Skill = HC2, Employee

Satisfaction=ES, Employee Performance=EP
 Assignment 2

Title:-
COMPETENCE / COMMUNICATION BY HR PROFESSIONALS
TO EMPLOYEE PERFORMANCE THROUGH EMPLOYEE SATISFACTION

Abstract
The motivation behind this research paper was to find out the relationship between competence and
communication skills of human resources professionals and employee satisfaction, as mediating variables, to
improve employee performance. This study also aimed to examine the direct relationship between competence
and communication skills of human resources professionals and employee performance. For data collection, a
questionnaire was sent to 20 employees from the level of Head of Departments to Manager those are directly
involved in the production process and other supporting functions. The result of this study showed that the
competence level of human resources professionals have little significant relation with employee satisfaction
and employee performance. In contrast, the communication skills of human resources professionals had a
significant impact on employee satisfaction and indirect correlation with employee performance; employee
performance increases if employee satisfaction increases. Consequently, to be able to increase employee
satisfaction, HR professionals must improve their communication skills.

Keywords:-

HR Professional Competence = HC1, HR Professional Communication Skill = HC2, Employee

Satisfaction=ES, Employee Performance=EP

Introduction:-

Employee performance refers to behavior relevant to the company goals and this behavior is under
the control of every employee (Liao & Chuang, 2004). Human Resources (HR), as a component of
organizational goals, plays an essential role in helping the organization perform organizational tasks
and in improving employees' performance (Alavi, Abdi, Mazuchi, Bighami, & Heidari, 2013). In
line with this role, to effectively boost organizational success, HR must be equipped with basic HR
competence and must expand knowledge and experience outside the scope of HR (Cohen, 2015).

As an HR professional, with so many competencies to acquire, are there any factors influencing HR
professionals to improve employee performance? Previous studies have revealed several factors that
affect employee performance. Sridhar, Paul, Nath, and Kapur (2006) found that the effectiveness of
communication is one of the factors increasing employee performance, especially communication
that focuses on creating an excellent communicator team. The practice of HR is considered to be the
primary tool to improve employee performance (Saleem & Khurshid, 2014; Azeem & Yasmine,
2015; Ngwenya & Aigbavboa, 2017). Employees feel more safe and secure in the knowledge that
HR practices are implemented appropriately within the company.

HR professionals must also be able to see changes that occur quickly and play an active role as
agents of change to anticipate the effects of the occurring changes. There are times when such
change can increase sales and production without additional costs (Long, Wan Ismail & Amin, 2013;
Francis & Baum, 2018). Change is unavoidable, and the HR professional has to shield workers from
the impact of the change.

The ability to implement HR practices and as agents of change requires the right competencies of
HR professionals. Brockbank, Ulrich, Younger, and Ulrich (2012), in collaboration with research
partners from all over the world, conducted studies on hundreds of HR professionals to determine
the HR competencies needed. Other researchers, Lo, Macky, and Pio (2015), focused their research
on more generic competencies of HR professionals using a Universalist approach. Their findings are
mostly based on HR professionals’ responses. Consequently, the findings of the study about the
competence of HR professionals can be biased when viewed from the perspective of other
departments.

This study tried to investigate the factors that influence employee performance, both directly and
through mediating variables of employee satisfaction, by focusing on the specific competence and
communication skills of HR professionals from the perspective of other departments in the company.
More specific research questions are formulated as follows.

Does the competence of HR professionals affect how they communicate? Can the competencies of
HR professionals improve employee satisfaction and employee performance? Do the communication
skills of HR professionals affect employee satisfaction and improve employee performance? Does
employee satisfaction affect employee performance?

References:-

Khosla, D. (n.d.).

Alavi, H. R., Abdi, F., Mazuchi, M., Bighami, M. K.,&
Heidari, A. (2013).
An investigation on effective factors influencing
employee perfor- mance: A case study. Management
Science Letters, 3(6), 1789–1794.
Emerging hr practices and its impact on employees’
satisfaction in teaching in Haryana. Retrieved from
https://www.academia.edu/34214720/Emerging_HR_P
ractices_an
d_its_impact_on_Employees_Satisfaction_in_Teachin
g_in_Haryana. 1-12.

Azeem, M. F., & Yasmine, R. (2015).
Role of human resource practices on employee
performance. Science International (Lahore), 27(6),
6403–
6412.
Lo, K., Macky, K., & Pio, E. (2015).
The hr competency requirements for strategic and
functional hr practitioners. International Journal of
Human Resource Management, 26(18),

Long, C. S., Wan Ismail, W. K., & Amin, S. M. (2013).

Cohen, D. J. (2015).
The role of change agent as mediator in the
HR past, present and future: A call for consistent
relationship between HR competencies and
practices and a focus on competencies.
Human Resource Management Review, organizational performance. International Journal of
25(2), 205–215. Human Resource Management, 24(10),2019–2033.

Ngwenya, L., & Aigbavboa, C. (2017).

Elshaer, I. A. (2013). Improvement of productivity and employee

The relationship between managers’ communication
skills and employees’ job satisfaction. Journal of
Association of Arab Universities for Tourism and
Hospitality,
(Special Issue), 137–147
performance through an efficient human resource
ma- nagement practices. In J. I. Kantola, T. Barath,
S. Nazir, & T. Andre (Eds), Advances in Human
Factors, Business Management, Training and
Education. Part of the Advances in Intelligent
Systems and Computing book series (AISC,
volume 498) (pp. 727–737). Switzerland:
Springer, Cham

Francis, H., & Baum, T. (2018).
HR transformation within the hotel industry: Building
capacity for change. Worldwide Hospitality and
Tourism Themes, 10(1), 86–100.
Saleem, I., & Khurshid, A. (2014).
Do human resource practices affect employee
performance? Pakistan Business Review, 15(4),
669–688. Retrieved from
http://www.iobm.edu.pk/PBR/PBR_14
01_V15N4/PBR_V15N4.pdf#page=131

Kaur, R. (2012).

The role of factors on job satisfaction of employees –

An empirical study. IOSR Journal of Business and
Management, 2(4), 49–52

Questionnaire

Dear Respondents,

I am student of MS Project Management at Riphah International University, Islamabad. I am

conducting research on “COMPETENCE / COMMUNICATION BY HR PROFESSIONALS
TO EMPLOYEE PERFORMANCE THROUGH EMPLOYEE SATISFACTION” You are requested to
voluntarily participate and fill the survey to the best of your knowledge and information. Your
responses will be kept confidential and resulting data will be summarized on a general basis and not
on an individual basis.
Please read the instructions carefully and answer all the questions. There are no “tricky” questions,
so please answer each item as frankly and as honestly as possible. It is important that all the
questions be answered.

I once again thank you for your assistance and cooperation.

 Demographics

Please, put a tick mark in the space provided or fill according to the specific instructions given:

Gender Male Female

Age 18-22 years 23-27 years 28 and above
Marital status Single Married
Name of Institution
Level of Education Bachelors Masters MPhil/MS
Experience 1-5 years 6-10 years 11 years and above

Kindly tick the appropriate response against each item. You are requested to be honest in answering
the items as per your perception. The items are measured on liker scale of 1 to 5, as elaborated:

a) HR Professional Competence

Item Strongly Disagree Neutral Agree Strongly

Disagree Agree

1. I seek new ways of viewing things 1 2 3 4 5

through Continual Learning.
2. I like to experiment various ways of 1 2 3 4 5
doing things in light of Internal and
External Awareness
3. I like to inspires, motivates, and guides 1 2 3 4 5
others toward goal accomplishment.

4. I hope to develop new techniques in 1 2 3 4 5

my field of work by Recognizes,
defines, and analyzes problems and
issues.
5. I Considers and responds appropriately 1 2 3 4 5
to the needs, feelings, and capabilities
of others.
6. I attempts to resolve interpersonal and 1 2 3 4 5
inter-group conflict constructively
through self-management.
7. I prefer to work with as a roll Model 1 2 3 4 5
and encourages high standards of
honesty, integrity, trust, openness, and
respect for others thinking.

b) HR Professional Communication Skill

Item Strongly Disagree Neutral Agre Strongly

Disagree e Agree
1. Is HR Professional fully Satisfied you 1 2 3 4 5
questions/worries.
2. Is HR Professional fully informed 1 2 3 4 5
your impression of communications
within your company.
3. I enjoy our company’s culture. 1 2 3 4 5
4. The company offer adequate 1 2 3 4 5
opportunities for promotions and
career development.
5. I feel valued for my contributions. 1 2 3 4 5
6. I feel as my job responsibilities are 1 2 3 4 5
clearly defined.