Open AccessCan high-performance work practices influence employee career competencies? There is a need for better employee outcomes in the banking industry
Author(s) -
Damis Feruzi Kamna,
Shiva Ilkhanızadeh
Publication year - 2022
Publication title -
plos one
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.99
H-Index - 332
ISSN - 1932-6203
DOI - 10.1371/journal.pone.0264764
Subject(s) - business , employee engagement , marketing , employee research , work (physics) , structural equation modeling , quality (philosophy) , career development , job satisfaction , tanzania , human resource management , tertiary sector of the economy , employee retention , psychology , management , economics , engineering , social psychology , philosophy , statistics , mathematics , epistemology , socioeconomics , mechanical engineering
It is essential for organizations to invest and improve employee outcomes to enhance organizational competitiveness and growth in today’s world. However, most organizations place management objectives above the career competencies of employees. Therefore, this study investigated 1. the effect of high-performance work practices on employee career competencies in the banking industry. 2. the mediating effect of employee career competencies on the relationship between high-performance work practices and employee outcomes in the banking sector. The study adopted a quantitative approach with a total of 340 respondents from various banks in Tanzania. The data was analyzed using Covariance Based Structural Equation Modelling (CB-SEM). The results of the finding indicate that high-performance work practices have a significant effect on employee career competencies. Similarly, employee career competencies significantly impact service quality, creative performance, and extra-role performance in banks. Also, employee career competency does not mediate the relationship between high-performance work systems and service quality in the banking industry.