Do Human Resource Management Practices Really Matter in Augmenting Task, Contextual and Adaptive Performance of Employees? Evidence from the Banking Sector in Sri Lanka

Abstract

Although there is a plethora of studies examining the relationship between human resource management (HRM) practices and employee performance in developed countries, there is still a dearth of such studies in the context of developing countries. The thrust of the notion is that the findings of the studies that have been arrived from one context cannot be applied to another context owing to differences and variations on the use of HRM practices. Consequently, the study aimed at examining the influence of HRM practices on task, contextual and adaptive performance of employees working in the banking sector. Using a self-administered questionnaire, data were garnered from conveniently chosen 164 employees, and the formulated hypotheses were tested with Partial Least Squares-Structural Equation Modeling (PLS SEM). The findings of the study revealed that HRM practices have a significant positive, but varying degree of influence on task, contextual and adaptive performance of employees. Laconically, the study has contributed to the existing stock of knowledge in the sphere of HRM. It behoves HR managers and practitioners to design well-thought-out HRM practices for augmenting employee performance.