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008			170502t2017 my da f abm 000 0 eng d
020			_aTHE0000015(Local)
039		9	_a201905130908 _baishah _c201905130906 _daishah _c201710021208 _daishah _c201710021146 _daishah _y201705021129 _zsaini
040			_aUMP
090			_aFIM .A37 2017 r Thesis
100	1		_aAl Adresi, Alaeldeen Saleh M.
245	1	0	_aStrategic human resource management practices, perceived organisational support and employee trust towards organisational commitment / _cAlaeldeen Saleh M. Al Adresi
260			_aKuantan, Pahang : _bUMP, _c2017
300			_axiii, 183 p. : _bill. (some col.) ; _c30 cm. + _e1 CD-ROM
500			_aFaculty of Industrial Management
502			_aThesis (Doctor of Philosophy in Technology Management) -- Universiti Malaysia Pahang – 2017
504			_aBibliography : p. 147-163
520	3		_aThe purpose of this research was to identify key SHRM practices that are used in oil and gas industry and the effect of these practices on employee trust perceived organisational support and organisational commitment. More specifically this research is intended to determine what influence do SHRM practices have on employee trust, perceived organisational support and organisational commitment. Oil companies in Libya have faced a structural problem, after the revolution that started in 2011. This structural problem led to a massive economic fall due to lack of HR strategies performed during the war by the oil companies. Changes in the oil and gas industry have increased the importance of employees towards the performance of the business. Oil and gas companies need to apply strategic human resource management (SHRM) practices to retain employee trust and commitment towards the organisation. Employee trust and perceived organisational support are the two measures of employee attitude that determines organisational commitment. The research was conducted using the quantitative method, and self-administered survey questionnaire was used to gather information from low and middle-level human resource managers. Three hundred and thirty one managers with a response rate of 66.2% completed the survey that measured their use of SHRM practices and demographics. Structural equation modelling was used to examine the exploratory and confirmatory factor analysis of the instruments. The quantitative results revealed that SHRM practices are more significant to increase trust and commitment. The causal paths between the constructs of SHRM practices, employee trust and organisational commitment found significant indirect effect statistically. Employee trust and perceived organisational support were found to be partially mediating between SHRM practices and organisational commitment. This results concluded that firms with the less dynamic environment might possess a lack of SHRM practices. Development and motivation of the employees including their training and communication skills are required for the high competitive environment. The SHRM model validated in this research suggests that out of the seven variables (internal career ladders, training, appraisals, employment security, employee participation, job description, and pay for performance) only training and appraisals contribute directly to explain organisational commitment. This research thus confirms that training and appraisals lie in the strategic models and enables the SHRM policies to be in force. Social exchange theory (SET) explained the relationships between employees and managers very well in this study. SET from this research confirmed that the exchange of resources between the individuals is very important.
610	2	0	_aFaculty of Industrial Management _xDissertations
650		0	_aUniversities and Colleges _xDissertations
650		0	_aTheses
856	4	0	_uhttp://ecollib.ump.edu.my/25931/ _zAccess in library only
999			_aVIRTUA40 _c6796 _d6802
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