1. The researcher submitted the title “The Relationship of Human Resource Practices to Job Satisfaction, Organizational Trust and Organizational Citizenship Behaviors in the Jamaican Banking Industry” to the M-PRAC1 committee for approval 2. The researcher used secondary sources such as empirical studies, text books, internet articles, journals about HRM practices, job satisfaction, organizational trust, and OCBs in developing the conceptual framework and the hypothesis for the study.
Adopted instruments will be used to measure the study variables: HRM practices from Delery and Doty, job satisfaction from Brayfield and Rothe, organizational trust from Gabaro and Athos and OCBs from Podsakoff, Mckenzie, Moorman Data Analysis The following statistical tools were used to analyze the data: 1. Frequencies were used to provide a demographic profile of participants of the study. 2. Means were computed to determine the perception of respondents on HRM practices, job satisfaction, organizational trust, and OCBs.
Reference scales (see Table 1 and 2) were used to provide the verbal interpretation of quantitative results. 3. Pearson’s r was to determine the relationship between HRM practices and attitudes and behaviors particularly job satisfaction, organizational trust, and OCBs. Table 3 presents the strength of correlation. This section discusses the results obtained from the survey instrument distributed to different Scotiabanks located within Jamaica. The study intends to determine the relationship of bundled HRM practices to employee attitudes and behavior particularly job satisfaction, organizational trust, and OCBs.
Demographic Profile of Respondents The researcher distributed 230 questionnaires to different Scotiabank of Jamaica employees. One hundred twenty seven (56. 0%) were retrieved and deemed usable for study. Most of respondents were male (67. 7%), between the ages of 21-25 (52. 0%), and have stayed with their respective companies between 1 to 5 years (64. 6%). Mean and Standard Deviation Results Table 4 presents the mean, standard deviation, and the interpretation of results for bundled HRM, job satisfaction, organizational trust, and OCBs. The first variable examined is HRM practices.
HRM practices were measured as a bundle comprising of internal career opportunity, training, results-oriented appraisal, job description, employment security, and participation. HRM is an approach of utilizing people effectively to strengthen organizational performance and deal with the concerns of employees (Stone, 1998). The variable was measured using a 21-item scale developed by (Deleny & Doty, 1996). This variable obtained a mean result of 5. 00 and a standard deviation of . 53. This is verbally interpreted as HRM practices are practices are perceived by Scotiabank of Jamaica employees as slightly effective.
The second variable examined was job satisfaction. Job satisfaction is the general attitude towards his/her job (Robbins, 2005). The variable was measured using a 6-item global job satisfaction scale developed by Brayfield and Rothe (in Agho et al. , 1992). This variable obtained a mean result of 5. 39 and a standard deviation of . 76. This is verbally interpreted as Scotiabank of Jamaica employees have slightly high levels of job satisfaction. The third variable examined was trust being forwarded towards the banking industry, particularly in this case the employees’ organizational trust towards Scotiabank of Jamaica.
Essentially, trust is expectations, assumptions, or beliefs of individuals that are concerned with the chance that another’s future action will be helpful to one’s interests (Meyer et al. , 1995; Rousseau et al. , 1998). The variable was measured using a 7-item scale developed by Gabaro and Athos (in Robinson, 1996). The original 7 item scale yielded an internal reliability of . 55. To improve the reliability, Item 6 was dropped improving the coefficient alpha to . 66. This variable obtained a mean result of 4. 69 and a standard deviation of . 93.
This is verbally interpreted as Scotiabank of Jamaica employees have slightly high levels of organizational trust. The last variable examined was OCBs. These are behaviors that promote the preservation and development of the social and psychological concept that maintain task performance (Organ,1988) The variable was measured using a 20-item scale developed by Podsakoff et al. (1990) with an internal reliability of . 76. This variable obtained a mean result of 5. 09 and a standard deviation of . 52. This is verbally interpreted as Scotiabank of Jamaica employees manifested slightly high levels of OCBs.
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