Case studies on impact of HRM practices on organizational performance in educational institutes
By: Mishra, Angurbala
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Contributor(s): Biswal, Subhasmita.
Publisher: Pune Engineering Education Foundation 2022Edition: Vol.36(3), Jan.Description: 36-43p.Subject(s): Humanities and Applied SciencesOnline resources: Click here
In:
Journal of engineering education transformations (JEET)Summary: Abstract : Objective : The study is to address the human resource practices and their direct impact on organizational performance at educational institutes. Methods : This case study was undertaken over six months through a series of visits to the different sites (n=45) in Odisha, India, and a structured questionnaire to assess the whole process of this research. Results : The maximum correlation (r =0.727) has existed between performance appraisal and organizational performance. The highest positive correlation value between performance appraisal and organizational performance in the correlation matrix clarifies that the authorities are required to focus on performance appraisal for fabulous organizational performance.
| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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Articles Abstract Database
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School of Engineering & Technology Archieval Section | Not for loan | 2023-0905 |
Abstract : Objective : The study is to address the human resource practices and their direct impact on organizational performance at educational institutes. Methods : This case study was undertaken over six months through a series of visits to the different sites (n=45) in Odisha, India, and a structured questionnaire to assess the whole process of this research. Results : The maximum correlation (r =0.727) has existed between performance appraisal and organizational performance. The highest positive correlation value between performance appraisal and organizational performance in the correlation matrix clarifies that the authorities are required to focus on performance appraisal for fabulous organizational performance.
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