The Influence of Human Resource Practices on Job Satisfaction: A Study Among Executive Employees' of A Semiconductor Manufacturing Organisation

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices with the perception of the executive employees' with their job satisfaction. First of all, the paper aims to test the three-component model of human resource practices. There are performance management system, training and development and compensation and benefits in the semiconductor manufacturing organization. Among the above variables, the aims are to identify performance management system, training and development or compensation and benefits were positively correlated with employee's job
satisfaction. The participants of the study were involved 133 executives employees working in various departments in one of the largest MNC semiconductor company located in Klang Valley. The results of the investigation revealed that the three-component measure of human resource practices is valid. Contrary to expectations, it was found that there was a significant relationship between human resource practices and employees' job satisfaction. The design of the study does not allow making causal statements. In addition, the sample is quite small and may not be representative, so one should be careful to make
generalizations to other populations. Third, since all measures used are self-reports, common method variance is a problem, as well as social desirability effects. Job satisfaction is an important research topic of human resource management, having both practical and theoretical implications. Managers or the organization would benefit and
through retention of talents in their organization.