HUMAN RESOURCE MANAGEMENT PRACTICES, SERVICE

INNOVATION, ORGANIZATIONAL COMMITMENT AND

ORGANIZATIONAL PERFORMANCE AMONG
EDUCATIONAL INSTITUTIONS

PHD VIVA PRESENTATION

NAME: AYESHA NAWAL
SUPERVISOR: PROFESSOR. DR. ZAINUDDIN AWANG
Outline Introduction

Research Problem

Research Questions, Objectives & Hypotheses

Underpinning Theories

Research Methodology

Pre-Test & Pilot Study

Findings

Measurement Model & Structural Model

Contribution, Limitations and Recommendation

 INTRODUCTION
 Education is fundamental right, a source of economic
growth and societal development
 Goals for better performance of educational
institutions
 Private educational institutions gained popularity
 Pakistan has 5,130 higher secondary educational
institutions (inter colleges), out of which 1,997 (39%)
are public while 3,133 (61%) are private institutions
 Higher secondary educational institutions are
responsible for performance improvement to cover
enrollment gap at territory education level
 Performance improvement denoted as
accomplishment of desired goals, provision of quality
education, students’ competency development and
value-added teaching & learning outcomes
BACKGROUND
Pakistan failed to achieve its educational
goals
Performance of academic institutions
progressively depends upon human resource
Understaffing, lack of staff training, low
commitment, lack of professional
capabilities and inadequate resource
management are among reasons to hamper
the performance
Deplorable situation of staff management,
specifically condition is grimmer in Punjab
 RESEARCH
PROBLEM
Increased percentage of non-enrolled
students at higher secondary educational
level
Low enrollment-to-completion ratio
Percentage of failure is increasing
 RESEARCH
PROBLEM
 Drop-down in the percentage of students who
successfully complete course in specified time and get
enrollment at territory educational level
 Increased emphasize on improving number of students
rather than quality of learning outcomes
 RESEARCH GAP
 Performance of private higher secondary educational institutions is
under-investigated phenomena in Pakistan's context.
 National and international reports declared figures, statistics and
results but gap exist in literature in terms of subjective performance
measures of goal accomplishment, resource management and
networking benefits (World Education Statistics, 2020).
 Service innovation in education need further attention (Carvalho &
Goodyear, 2018).
 Integrated model linking HRM practices, service innovation and
organizational commitment in relation to organizational performance
has not been studied. This study investigated the mediational influence
of service innovation and organizational commitment on the
performance of private higher secondary educational institutions in the
context of a developing country.
 RESEARCH QUESTION, OBJECTIVE & HYPOTHESES
No. Research Objective
1 To examine the significant influence of HRM
practices on service innovation and organizational
commitment among the staff of private higher
secondary educational institutions
2 To examine the significant influence of HRM
practices on organizational performance of private
higher secondary educational institutions.
3 To examine the significant effect of service
innovation and organizational commitment on
organizational performance of private higher
secondary educational institutions
4 To examine the mediational effect of service
innovation and organizational commitment on the
relationship between HRM practices and
organizational performance of private higher
secondary educational institutions
Research Question
Do HRM practices affect service innovation
and organizational commitment of private
higher secondary educational institutions?
Do HRM practices affect the organizational
performance of private higher secondary
educational institutions?
Do service innovation and organizational
commitment affect the organizational
performance of private higher secondary
educational institutions?
Do service innovation and organizational
commitment mediate the relationship
between HRM practices and organizational
performance of private higher secondary
educational institutions?
Research Hypothesis
H1: HRM practices have significant effect on
service innovation
H2: HRM practices have significant effect on
organizational commitment
H3: HRM practices have significant effect on
organizational performance
H4: Service innovation has significant effect on
organizational performance
H5: Organizational commitment has significant
effect on organizational performance
H6: Service innovation mediates the relationship
between HRM practices and organizational
performance
H7: Organizational commitment mediates the
relationship between HRM practices and
organizational performance
 Resource-
Based View
LITERATURE REVIEW
(RBV)
Theory

Social Supportin Dynamic

Exchange g Capability
Theory
Perspective
(SET) Theories

Maslow’s
Need
Theory
 RESEARCH METHODOLOGY
 Research paradigm=Positivism
 Research design= Quantitative, Deductive,
Explanatory
 Target population= Employees of private higher
secondary educational institutions
 Sample size of pilot study= 120
 Sample size of actual survey= 340
 Sampling technique= Multistage Sampling
 Data collection= Self-Administered Questionnaire
 Data analysis technique= Structural Equation Model
(SEM); measurement model and structural model
SAMPLING TECHNIQUE
 PRE-TEST & PILOT STUDY
 Pre-test
Central South Punjab
Expert driven pre-test (3 Experts) Punjab Zone, Zone,
Declared participant pre-test (30 Participant Lahore Multan
randomly selected from Private higher secondary Division, Division
institutions of Sahiwal, Punjab, Pakistan. Kasur District Vehari District

 Pilot Study
 120 Respondents from Punjab province North Punjab Zone,
Exploratory Factor Analysis Gujranwala Division,
KMO & Bartlett Test of Sphericity Sialkot District
Principal Component Analysis
o Varimax Rotation
o Orthogonal Rotation Method
PILOT STUDY RESULTS
No. Constructs No of items Cronbach’s
Alpha
1 Organizational performance 8 .852
2 HRM practices
Recruitment & selection 6 .808
Training & development 6 .724
Performance appraisal management 5 .822
Career planning 5 .768
Employee involvement 2 .724
Employment security 3 .806
Compensation and rewards 4 .873
3 Service innovation
Radical 3 .890
Incremental 3 .826
4 Organizational commitment
Affective commitment 5 .793
Normative commitment 6 .849
Continuance commitment 6 .861
 RESULTS OF POOLED CFA – AFTER ITEM-
PARCELING PROCESS (CONSISTS OF 62 ITEMS)
 AVERAGE VARIANCE EXTRACTED (AVE) AND
COMPOSITE RELIABILITY (CR) OF THE
Construct Item
CONSTRUCTS Factor Loading CR (above 0.6) AVE (above 0.5)
HRM Practices Recruitment & Selection 0.83 0.910 0.595
Training & Development 0.62
Performance Appraisal Management 0.69
0.83
Career Planning
0.78
Employment Security 0.84
Compensation & Rewards 0.86
Employee Involvement
Service Innovation Radical 0.81 0.792 0.656
Incremental 0.81

Organizational Affective 0.81 0.773 0.538

Commitment Continuance 0.81
Formative 0.65

Organizational Goal Attainment 0.66 0.806 0.584

performance Resources 0.77
External Relationship 0.85
 DISCRIMINANT VALIDITY &
ASSESSMENT OF MODEL FIT
Construct HRM Practices Service Organizational Organizational
Innovation Commitment Performance

HRM Practices 0.77

Service Innovation 0.43 0.81
Organizational Commitment 0.48 0.53 0.76
Organizational Performance 0.55 0.67 0.72 0.73

Index category Index Name Criteria for Acceptance Observation

Fitness level
Absolute Fit Indices RMSEA ≤ 0.08 0.082 Values 0.05 to 0.08 are excellent and
indicate a “good” fit. While value from 0.05
to 0.1 is acceptable
Incremental Fit CFI ≥ 0.90 0.941 Attain to required level ≥ 0.90
Indices TLI ≥ 0.90 0.925 Attain to required level ≥ 0.90

Parsimonious Fit Chi-sq./df 1.0 less than χ2 / df 3.318 / 0.000 Lower to upper limit resides between 1.0 to
Indices less than 5 3.0, however maximum value should be less
than 5.0
 STANDARDIZED REGRESSION
ESTIMATES (STANDARDIZED WEIGHTS)
 REGRESSION WEIGHTS
(UNSTANDARDIZED STRUCTURAL
MODEL)
 SEM RESULTS (CASUAL PATH
COEFFICIENTS)
Construct Path Construct Beta Standard Critical P-value Hypothesis
Estimations Error Region
Service Innovation  HRM Practices *** Supported
.597 .078 7.624
Organizational commitment  HRM Practices *** Supported
.597 .076 7.834
Organizational Performance  HRM Practices .073 Not supported
.123 .068 1.795
Organizational Performance  Service Innovation *** Supported
.336 .054 6.226
Organizational Performance  Organizational Commitment *** Supported
.645 .077 8.377
RESULT OF BOOTSTRAPPING TECHNIQUE TO
TEST MEDIATIONAL HYPOTHESIS (H6 & H7)
 H6: Summary of bootstrapping results for service innovation

 H7: Summary of bootstrapping results for organizational commitment

Indirect Effect Direct Effect
Results of Bootstrap 0.385 0.123
Results of P-Value 0.000 0.073
Findings Significant Non-significant
Type of Mediation Full mediation exist as the direct effect is not significant
 RESEARCH
CONTRIBUTION
Theoretical Perspective
 Development of an integrated model linking HRM
practices, service innovation, organizational commitment
and organizational performance in higher secondary
education sector of Pakistan.

Practical Perspective
Practical contribution of study is divided under four headings,
namely;
 Contribution to Private Educational Institutions
 Significance for Faculty Members
 Significance for Students
 Contribution to the Society
 LIMITATIONS OF
STUDY
 The scope of this study is limited as it considered the
influence of HRM practices, service innovation, and
organizational commitment on the performance of
private higher secondary educational institutions of
Pakistan.
 Data was collected from private group of colleges
located in nine districts of Punjab province. Regional
studies might have biases in case of any differences in
the characteristics of institutions. Therefore, the
generalizability of this study in a methodological
context might be limited.
 This study is cross-sectional due to time and
budgetary constraints.
SUGGESTIONS & FUTURE RECOMMENDATIONS
Future research should use integrated framework
across various industries in different contexts,
specifically in other developing countries to
confirm the generalizability of findings.
The concept of market innovation and
organizational innovation and their effect on
organizational performance should be examined.
The type of innovations and their suitability in
specific industries particularly in services and
non-profit organizations is potential topic to be
considered in future studies.