Impact of Human Resource Management Practice and Employees’

Behavioural Outcomes in the Saudi Arabian Manufacturing Sector

SAHAM SALMAN ALISMAIL*

Department of Human Resources Management, Alasala Colleges, Business College, Saudi Arabia,

3402- aljamiymah, Unit No:2, Al Qatif 32662-6759, KSA.

Abstract: The significance of Human Resource (HR) practices in enlightening employee attitudes, such

as work satisfaction, organizational commitment and job engagement, have been widely researched in

the industrial and organizational psychology literature. However, the research has not uncovered

contradicting findings about the connections between employee positive and negative behavioural

outcomes in the case of organizational change. This research analyzes the impact of human resources

management on employee's behavioural outcomes of organizational change with variables such as

organizational commitments, job performance, absenteeism, turnover of employees, employee

productivity and workplace bullying in the Saudi Arabia manufacturing sector (e.g. power generation,

telecommunications, natural gas exploration, and petrochemical sectors). It is widely acknowledged

that the influence of HRM practices may produce a comparative advantage in the performance of

organizations with the well-being of the employees. To find the relationship between the variables, the

study incorporates descriptive research methodologies and quantitative analysis of a valid

questionnaire is performed utilizing stratified and simple, random samples by HR managers and

employees. For data interpretation, a questionnaire of self-administered data was collected from a

sample of 300 in Saudi Arabia. Employee behavioural outcomes of HRM practices have a significant

and positive relationship between Organizational Commitment, Job Performance, Absenteeism, and

Employee Productivity. A negative direct relationship is found between employees’ negative

behaviour regarding the use of workplace bullying and employee turnover. The instrument's internal

reliability was established to be 0.793. Followed by inferential evaluations, a significance-level T-Test

assessment for the benefit of the manufacturing sector evaluates the Hypothesis Test for HRM practice.

The study has some limitations. Although data were collected from various sectors in Saudi Arabia,

the findings of the study have limited generalizability. Future studies could extend the analysis to

include other workplaces. This is the study of the factors affecting the organizational change of

employees’ positive and negative behaviour outcomes which impact organisational growth and

employee wellbeing. This study will contribute to the development of the Saudi Arabian power

generation, telecommunications, natural gas exploration, and petrochemical sectors sector, which may

lead to maintaining this sector work effectively that will have a positive impact on the economy of

Saudi society.

Keywords: Human Resource Management, Organizational Change, Employee Behavioural Outcomes,

Saudi Arabian Manufacturing Sector, SPSS.

Received: April 11, 2022. Revised: May 24, 2023. Accepted: June 17, 2023. Published: July 11, 2023.

1. Introduction

The attention of management scholars and

practitioners is progressively growing in

learning about the capacity to improve

organizational effectivity in particular

'progressive' or 'high-performance' human

resources management practices [1]. The

purpose of HRM is to help the company to

achieve its many objectives, such as business

development, infrastructure modifications,

enhance business processes or expand

knowledge and encourage innovation [2]. The

contribution of diverse HRM methods to

company success may, in effect, be

synergistic, but may depend on other

contextual circumstances, including an

employee's working atmosphere. An

organization's culture greatly impacts the

way its staff comply and functions [3]. The

behaviour of the employees also enriches the

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

116

Volume 3, 2023

general culture of the office. In addition, one

cannot be viewed distinctly from the other.

The behavioural results of the workers are

related to the different ways employees react

at work. These emotions are affected by the

workplace fairness perception of employees

[4].

Organizations are always under pressure to

enhance and assure their performance.

Organizations are developing new policies and

programs to meet these key aims. The creation

of a safe workplace, encouraging and

pleasurable job is essential for employees to

achieve their target performance (Cherif, 2020)

[5]. Practices to create the desired culture for

companies include safe, stimulatory, and

employee involvement. Employee morale,

productivity and customer service levels are at

their highest when employees work effectively

as a team and practice basic tenets of civility

and respect for each other. This, unfortunately,

is not always the case when employees display

inappropriate and disruptive behaviours due to

organizational change. Organizational change

can cause stress and anxiety for many

employees, affecting their performance [6]. To

ensure companies undertake large-scale

competitive changes, they need to anticipate the

sorts of reactions that their workers can have

accordingly that they are reassured and helped

to concentrate on the company's success [7].

There is a wide range of behaviours exhibited

by employees that can create risks for other

individuals’ well-being and organizational

growth. Some general categories and examples

include Displaying general incivility/insolence,

and Bullying. Bullying is often directed at

specific individuals, characterized by persistent

abusive and intimidating behaviour or unfair

actions (assigning too much work, constantly

changing deadlines, poor performance ratings,

etc.). HR should adopt the role of the business

partner and help managers look at the

presenting issue and uncover the underlying

issue [8]. In this complex and dynamic

business environment, organizations give more

attention to bullying in workplaces which is

defined to be a situation in which one or more

people persistently, and for a while, feel that

they are receiving negative actions from

managers or colleagues. Poor employment

attitudes are associated with absenteeism. The

commitment of employees is considered to be a

tie or relationship to the company (Mizan, et

al., 2013). If employees are not dedicated to or

pleased with their work, the absenteeism and

turnover rates will be significant (Murat et al.,

2014). To secure the commitments of

employees, companies should develop and use

incentives and encourage their commitment to

increase (Mehwish et al., 2019).

The turnover is higher for individuals with

low performance, undesirable working

attitudes and stress. Personality and younger

people are personal turnover predictors [9].

(Muhammad Imran Rasheed, et al., 2016)

reveals that compensation packages and

financial incentives are important factors for

employees in the competitive market

environment of the higher education sector. It

is not unexpected that bullying in the workplace

has anything to do with the health and well-

being of targeted workers. Most workplace

stress models have in common that stresses in

their employment environment cause adverse

physical, psychological or behavioural changes

that eventually occur in long-term stress

reactions such as reduced performance, job

disgruntlement, and impaired health.

Accordingly, the absenteeism and productivity

of bullying in the workplace are predicted [10].

However, past researchers indicated that there

is insufficient understanding of how the HRM

practice may utilize employee behaviour to

help impact the positive and negative

behavioural results of job outcomes.

To summarize, this article applies the

quantitative approach to understand the impact

of HRM practices on employee behavioural

outcomes due to organizational change. This

study aims to investigate the relationship

between the positive and the negative

behavioural outcomes of Saudi Arabia

employees in manufacturing sectors (power

generation, telecommunications, natural gas

explosion, and petrochemical sectors). More

importantly, the article helps to assess the

influence of HRM practices and how they have

resulted in the growth of organizations with the

well-being of the employee [11-13]. The main

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

117

Volume 3, 2023

hypotheses are tested using a cross-sectional

design, with questionnaires administered to 325

employees working in a Saudi Arabia firm,

gathered the research sample in 2021 using a

stratified sampling method. This questionnaire

consists of each dependent and independent

factors like organizational commitments, job

performance, absenteeism, employee turnover,

employee productivity and workplace bullying.

The instrument was validated through pilot

testing. Subjects were asked to indicate their

level of agreement or disagreement with each

statement on a 5-point Likert scale [14].

Finally, the archives are examined using the

Statistical Package for Social Sciences (SPSS)

model. The analysis included Pearson Product-

Moment Correlation, Normality test,

regression, and T-test analyses at a 5% level of

significance.

This paper is arranged as follows. Section 2

details the literature review and hypothesis

development [15]. Section 3 is focusing on a

comprehensive research methodology; this is

followed by section 5 with results. The last

section 6 concludes the study of this research

article.

2. Literature Review and Hypothesis

Development

A decisive subject of HRM research is the

concept that HRM activities are interrelated

and hence bundles rather than isolation should

be investigated to promote desirable results.

Furthermore, researchers exhibited that

employees' real views of HRM systems are

closer to the behaviour of employees and hence

better predictors of their performance. When

HRM methods are applied regularly,

individuals can make subjective contributions

to their work environment, resulting in usually

attitudinal results. Therefore, it is sensitive to

focus on employee negative behaviour to assess

employee-level outcomes of HRM systems.

2.1 Human Resource Management Practices

HRM is an organizational function that

promotes the efficiency of the performance of

an organization and gives a competitive edge to

an organization via its practice application.

HRM methods are individually recognized by

employees and may affect the attitudes and

conduct of employees in turn. Alfred Presbitero

et al [16] researched the influence and impacts

of human resources management on employee

participation in the hotel chain. Vicissitudes

were found in human resources management

methods and alike changes were seen in

employee engagement levels. Outcomes

demonstrate that advances in human-resource

management methods have brought about good

and significant changes in employee

engagement, especially in the field of reward

management and training and development.

Falola H.O et al [17] review the impact of job

involvement techniques on the behavioural

outcomes of employees. Few studies analyzed

how work engagement methods might

contribute to standard work behaviour,

especially in higher institutions. This study

helps the management of higher education

institutions enhance their workers' commitment

level and results of behaviour. The research

contributes to a scientific understanding of

strategic human resources management.

Shaoheng Li et al [18] reports that there are two

results of the link between employee perception

of HRM practice and employee engagement

and the purpose of turnover, which are utilized

in small and medium-sized companies (SMEs)

in China. Employees have important

determinants of employee engagement in their

opinions of HRM activities, such as training,

development, and prize and performance

management. There is a negative direct

relationship between employee attitudes about

using HRM procedures and turnover intentions

Hypothesis 1: There is a positive correlation

between HRM and employee behavioural

outcomes.

Hypothesis 2: There is a positive correlation

between HRM and Workplace Bullying

outcomes.

Hypothesis 3: HRM, employee behavioural,

and workplace bullying outcomes contribute to

the organization.

2.2 HRM and Employee Behavioural

Outcomes

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

118

Volume 3, 2023

Several literature studies investigate

connections between practices of human

resources management and behavioural

consequences for employees. In the setting of a

developing economy, namely Bangladesh,

Alima Aktar et al [19] explore the mediating

function of organizational commitment (OC) in

relationships between practices on human

resources (HRM) and the involvement of bank

workers. In the prediction of organizational

involvement in the Saudi Arabic banking

industry, Fatma Cherif et al [20] examined the

function of management of human resources

and employee satisfaction. Personnel

management has a favourable correlation with

employee satisfaction and organisation.

Simultaneously, employee happiness was

revealed to be positively linked to the

organisation. These two independent variables

contributed significantly to the prediction of the

commitment of the organization. The

detrimental impact on productivity and

profitability of companies' absenteeism is

widely known. To minimize absenteeism, the

fundamental causes of absenteeism must be

understood and sensitive subgroups identified.

Most research papers custom testing and

regression hypotheses to discover

characteristics associated with absenteeism.

Alina Bianca Pop et al [21] consider the linear

regression using the least squares method,

which allows calculating the surface roughness

at any point in the established experimental

field. These models are generally confined to

the search for basic correlations. Renee de

Reuver et al [22] study tests a model that

positions workload as a moderator of the

relationship between perceived skill-,

motivation- and opportunity-enhancing High-

Performance Work Systems (HPWS) and

employee absenteeism. Using data from 194

employees, the results revealed that under high

workloads, perceived opportunity-enhancing

HPWS practices reduce absenteeism. This

procedure can help managers of human

resources understand the underlying causes for

absence, which can in turn drive efforts to

reduce absenteeism. In combination with the

ordinary CART model, this suggested

technique uses an objective-based data

acquisition metric. Omar Aburumman et al [23]

investigated the influence of employee turnover

intention and the mediating function of career

satisfaction on human resource management

(HRM) practices (pay, performance

assessments, promotion, and training &

development). To find the results and analyze

the assumptions, the study utilized PLS-SEM.

Other practices such as staff empowerment,

teamwork, and providing information on job

security and job descriptions may also be

included in future trials.

Hypothesis 4: There is a positive correlation

between HRM and dependent variables

(Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, and Employee Productivity).

Hypothesis 5: There is a positive correlation

between employee behavioural outcomes and

dependent variables (Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity).

2.3 Workplace Bullying Outcomes

The confirmation of the mediating influence of

job engagement on connections between

bullying at a workplace and HRM on TI in

Nigeria universities was provided by Paul Dang

Gadi (2020). Further substantial and practical

consequences for administrators would be

achieved by the findings of all staff in

universities and other service sectors. Luigi

Stirpe et al [24] study examines employee

evaluations of HR practices (HRPs), which are

a critical and yet underexplored antecedent of

their effectiveness. Drawing on the Job

Demands–Resources model, it proposes a

moderated mediation model that studies the

relationship between employee satisfaction

with HRPs and in-role and extra-role

performance as mediated by engagement.

These findings provide novel insights into the

HR causal chain and help practitioners to better

manage HRP design, communication, and

audits. Muhammad Imran Khan et al [25] study

is to find the impact of workplace bullying on

the turnover intentions of the staff which are a

major problem in hospitals and have

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

119

Volume 3, 2023

enormously destructive consequences and

rumination increases this phenomenon both

ways. This model presents the effect of

workplace bullying results on turnover

intentions as mediated by employees’

rumination. The study represents a clear picture

of workplace bullying and its impacts on staff.

Hospital management must take serious action

in such a hostile environment and whatever the

circumstances, they must provide a safe and

healthy environment for their staff as their basic

requirement to work more positively and

voluntarily. Maura Sheehan et al [26] examine

the link between bullying at work and health

outcomes in the workplace. Employees'

perceived effective implementation of intended

anti-bully practices is partially mediated by

employees' perceived effective implementation

of intended anti-bully practices, according to

the multi-level analysis (which used responses

from 1507 employees within 47 hospitals with

matched HR Director Interviews). This study

by Xiaohui L et al [27] looked at the link

between workplace bullying, perceived

organizational support, and turnover intention

using 305 samples from a manufacturing firm.

The findings reveal that workplace bullying is

a strong predictor of employee turnover, and

that perceived organizational support is

adversely correlated with the desire to quit the

company. Bullying in the workplace is a

serious issue that has a negative impact on

employees' well-being and productivity.

Previous research has linked workplace

bullying to absenteeism, which is a key

contributor to lost productivity in the

workplace. However, there is presently no

complete knowledge of how various workplace

bullying experiences are connected to

absenteeism. The goal of Christopher Magee et

al [28] was to shed fresh light on the link

between workplace bullying and absence.

Using a person-centred approach, researchers

found five unique subtypes of workplace

bullying experiences in a 12-month prospective

study of 500 Australian employees. These

bullying categories were linked to absence

through health issues and a lack of job

engagement. The findings can be utilized to

influence HR practices for preventing and

managing bullying in the workplace. The

correlational research by Alireza Jalali et al

[29] employed a quantitative approach of data

collecting (N = 102) from Malaysian

employees using SmartPLS to evaluate the

data. According to the findings of the current

study, workplace bullying has a beneficial

influence on job insecurity and emotional

tiredness, as well as a good indirect effect on

emotional exhaustion through job uncertainty.

Hypothesis 6: There is a positive correlation

between Workplace bullying outcomes and

dependent variables (Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity).

Hypothesis 7: There are combined effects of

HRM and employee behavioural and

workplace bullying outcomes on dependent

variables (Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, and Employee Productivity).

3. Methodology

In the current study, the quantitative research

technique is used as the research strategy since

it is the best way to assess the influence of

HRM practices on organizational growth as

well as identify the factors and their

relationships with the well-being of the

employee. The descriptive research technique

is used in the study architecture because it

provides an equal chance for respondents to

participate in the analysis. There are two sorts

of variables utilized in this study: dependent

variables and independent variables. The

dependent variables are Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity. The independent variables are

human resource management practices,

employee behavioural outcomes and workplace

bullying. The research population is focused on

Saudi Arabia's manufacturing sector, which

was undertaken by 66% of men and 34% of

women from the chosen manufacturing

industry. To ensure randomness between

selected samples, a simple random sampling

approach was used. It is considered a fair

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

120

Volume 3, 2023

way to select a sample from a

larger population since every member of

the population has an equal chance of getting

selected. A self-administered questionnaire was

the method used to gather information for the

investigation.

Figure 1: Research Hypothesis Model

Figure 1 illustrates the research hypothesis

model. This study seeks to demonstrate the

relationship between human resource

management practices and employee behaviour

outcomes in the managing sector. The

hypotheses of the model were tested via

Structural Equation Modelling (SEM), which

in management studies was considered an

acceptable process. The instrument on HRM

Practices comprised 30 items, which contained

questions on training, teamwork, performance

appraisal, job definition, compensation, and

employee participation. Further for employees

positive and negative behavioural outcomes

comprised Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, Employee Productivity, and

workplace bullying. The instrument was

validated through pilot testing. Subjects were

asked to indicate their level of agreement or

disagreement with each statement on a 5-point

Likert scale.

3.1 Research Design and Sample

The Saudi Arabian management sectors

gathered the research sample in 2021.

However, unaware of any research into the

relationship between HRM practices and

employee behavioural outcomes in the Arabian

Gulf countries, including Saudi Arabia. This

study examines the link between HRM

practices and employee positive and negative

behaviour outcomes towards organizational

change in Saudi Arabia managing sectors of

power generation, telecommunications, natural

gas exploration, and petrochemical sectors

(Anar Al Judhei 2018, Benjamin Aguenza

2016, Harhara 2015, and Idris 2017) to address

the organizational performance and wellbeing

of the employee. This study has used a

quantitative research approach. Changes in the

workplace generally have both positive and

negative outcomes. Fear, Anxiety, Stress,

Anger. Excitement and Relief are all these

emotions that can be experienced when change

is on the horizon. On the positive side, changes

can bring about more efficient ways of

working, an opportunity for employees to

shine, a break from the norm and increased

revenue. However, the negative aspects of

change can include reduced morale, increased

absenteeism and/or presentism, and even

breakdowns in working relationships.

Employee engagement goes hand-in-hand with

an employee’s attitude towards their job, their

team, their managers, and their work in general.

When organizational changes negatively affect

an employee’s attitude and mindset, their

productivity can quickly decrease and they will

contribute less to that project.

In the first instance, HR managers

responsible for implementing change must

understand what the change is going to be, why

it is to be made, how the changes will be

executed, how employees will be affected and

when the changes need to be in place. These are

the main questions that employees will ask their

manager, so these factors must be fully

understood before they are relayed to the wider

workforce, to avoid the impression that

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

121

Volume 3, 2023

management does not know what is happening

themselves. As noted above, there are a limited

number of studies available on organizational

change in the Arab region (Al Blori 2005)

though, as a whole, the body of literature that

has emerged does highlight the importance of

this subject for the future economic

development of the region. (Dr. Abdullatef

Saber 2022) impacted saving behaviour among

SMEs in Saudi Arabia with a focus on attitude

toward saving, financial self-efficacy, social

influence, and financial literacy. Furthermore,

the findings show that social influence and

financial literacy have no significant effect on

employee saving behaviour

(https://www.coursehero.com/file/68744970/o

rganizational-changedocx/). No one finds the

positive and negative behavioural outcomes of

the employee in Saudi Arabia. Consequently,

the study analyses the impact of HR practices

and employee positive and negative behaviour

outcomes towards organizational change in

Saudi Arabia. In the selected organization's

employees in collaboration with the HR

manager to ensure that the sample was

representative of the whole workforce.

Employees were informed about the purpose of

the study and its confidentiality and encouraged

to participate in the survey. While the online

responses were stored on a secure server, the

paper questionnaires were returned directly to

the researchers to ensure confidentiality. The

following phase focuses on areas such as

employee behavioural outcomes such as proxy

utilizing an organizational commitment, job

performance, absenteeism, employee turnover,

employee productivity, and workplace

bullying. Table 1 represents the analysis of

research instrument.

Table 1: Analysis of Research Instrument

Variables

Sources

Indicators

Organizational

commitment

[30], Purwanto 2021, Eko

Nur [31]

 Affective commitment

 company progress

 normative commitment

Job performance

Jeong 2019, Albloush 2020,

Reza Nurul Ichsan et al.,

2021

 knowledge

 experience

 skills

 abilities

 awareness

 motives and needs

Absenteeism

Dyrbye 2019, Reuver 2021,

Patcha Bhujanga Rao 2022

 Minor Illness

 Commuting Issues

 less productive

 lack of subject interest

Employee

turnover

Yasin 2021, Noela Michael

et al., 2022

 Lack of Growth and Progression

 career path and training

 Lack of recognition

 Lack of flexibility.

 Poor relationship with the

Manager

Employee

productivity

Anwar 2021, Kim 2022,

Md. Hazrat et al., 2022

 Work Environment

 Employee Wellness.

 Technology And Production

Factors

 Pay Structure

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

122

Volume 3, 2023

Workplace

Bullying

[32], [33], [34]

 high demands

 pressure of work

 unclarity of duties

 job insecurity

 job stress

Employee

Behaviour

[35], Maamari 2022

 Leadership

 Work Culture

 Effective Communication.

 Relationship at Work

3.2 Organizational Commitment

Organizational commitment is the employee’s

feelings of obligation to stay with the

organization: feelings resulting from the

internalization of normative pressures exerted

on an individual before entry or the following

entry. Therefore, those with a strong normative

commitment remain with the organization

because they feel ought to do so. (Eko Nur

Pratama et al., 2022) examine and analyse the

effect of job satisfaction and organizational

commitment on the turnover intention with

person-organization fit as a moderating

variable on employees of PT Febri Dharma

Mandiri [36]. This analysis was work as the

moderating role and it only indicates the

company’s success-related goals. Considering

the change impacts on employees the

questionnaire analysis with a seven-point

response scale was employed ranging from 1

strongly disagree and 5 strongly agree is

studied. Scores on the items of each subscale

were average to yield a summary score

reflecting that subscale.

3.3 Job Performance

The survey findings also show how workplace

changes may affect employees' attitudes and

experiences on the job. Workers who reported

being affected by organizational change

currently or within the past year reported lower

levels of job satisfaction compared with

employees who reported no recent, current or

anticipated changes (71% vs. 81%). Reza Nurul

Ichsan et al., 2021 find out whether Leadership

Style and Organizational Influence Employee

Performance within The Work Environment as

Intervening Variables (Leadership Style,

Organizational Change, Employee

Performance and Work Environment) [37].

Employee Performance (Y) affects the Work

Environment (Z) and the same employee

performance determines the company's success

if the organizational change impacts employee

performance this leads to severe problems.

Accordingly, the article took the job

performance variables as the main impact

factor for organizational change to study the

Saudi Arabian sector's HR practices

relationships.

3.4 Absenteeism

Unscheduled absenteeism is a costly and

disruptive phenomenon that remains

problematic for organizations. Managers must

understand more fully the antecedents and

consequences of this complex behaviour.

Recently, Rahrig Jenkins, Kristi et al., 2022

study was to examine the association between

sources of stress and self-reported illness- or

injury-related absenteeism (SRIRA) across

three wage categories among participants in an

employee health and well-being program [38].

Later, (Patcha Bhujanga Rao 2022) entitled on

worker's absenteeism is expected to decide the

worker's condition, compensation, amenities

provided, participation, inspiration strategies

and advancements [39]. In accordance with the

organizational change, the aspects of the

concept of "attendance pressure" were more

frequent among employees with former and

present sickness absenteeism than among other

employees. The current article, introduce the

reasons for employees’ pressure absence from

work by using the data in the literature and

questionnaires from HR experts.

3.5 Employee Turnover

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

123

Volume 3, 2023

Many companies look to salaries and benefits

as the first places to cut back when looking to

make changes that involve cost-saving. When

this happens, some employees will inevitably

leave the company to seek employment

elsewhere. The employees that remain, whether

they stay voluntarily or because they could not

find employment elsewhere, are often resentful.

Motivation decreases, taking job performance

along with it. Employees lose their company

loyalty and may even become angry enough to

purposefully sabotage the company. Noela

Michael 2022 examines the reasons for

turnover and strategies adopted within the hotel

sector to reduce this turnover [40]. Strategies to

reduce turnover include promoting a good work

environment, providing transfer opportunities,

talent and development planning, and

implementing exit strategies to find out

employees’ reasons for leaving. The study not

considered to examine turnover from the

perspective of employees. Recently, many

works focused on the organizational structural

changes, in human resources, from various

studies that have been carried out, changes in

organizational environmental conditions affect

work conflict which can reduce the level of job

satisfaction which in turn can lead to the

intention to move for the employee (turnover

intention) which in turn can lead to actual

turnover. Although there is currently no

accepted framework for understanding the

turnover process as a whole, a wide range of

factors have been found useful when it comes

to interpreting employee turnover, and these

have been employed to model turnover in a

range of different organisational and

occupational settings with HR practices is

considered in this study.

3.6 Employee Productivity

Human Resource Management has gained

research attention from both academics and

practitioners of the area during the last decades.

This area has been studied from different

perspectives from time to time by different

scholars. Firms are competing with each other

using their resources and tools. However, a

significant number of researchers studied the

dimensions of human resource management

practices and they explored the relationship

between HRM Practices and different types of

employee and organizational outcomes

(Nwachukwu, 2018; Pangil, 2018). Recently,

Md. Hazrat et al., 2022 explored the impact of

HR practices on employee productivity [41].

Though several factors contribute to

productivity, job performance is perceived to

be the most significant one. Considering this

the article studies why employee productivity

leads to less due to the organizational change in

Saudi Arabia's sectoral study.

3.7 Workplace Bullying

Most models of occupational stress posit that

job demands (or a negative cognitive appraisal

of an event or situation) negatively impact

employee well-being and/or positively affect

employee stress. Although organizational

change has often been cited as an important

cause of workplace bullying, only a few studies

have investigated this relationship. First,

organizational change may directly encourage

bullying. Second, organizational change may

indirectly affect workplace bullying through

various stressors, such as increased workload,

job insecurity and more autocratic leadership

styles. Although international studies have

examined workplace bullying extensively,

scholars in the Arab region have not given this

phenomenon much attention. (Najda Hayajneh,

2021) investigate the mediating role of job

stress in the relationship between

organizational change and job satisfaction. This

study's relationship analysis by mean and

standard deviation ranking factors. This

research considers the Likert scale performance

of strongly disagree and 5 strongly agree to

analyse the study with HR practices.

3.8 Sample Study

The stratified sampling method across the

workers was used to select this sample of 325

employees. To seek participation in the study,

the managing sector contacts list for HR

officials or senior managers was employed, and

53 workplaces originally consented to

participate. In each institution, a survey

facilitator was chosen, usually in the HR

department, and given instructions on how to

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

124

Volume 3, 2023

distribute the questionnaires. Each workplace

received a packet containing a questionnaire for

the on-site HRM manager, a questionnaire for

the senior general manager on-site, and a set of

surveys to be given to a random sample of

employees. A total of 40 workplaces provided

partial responses, representing a 35% response

rate. The respondents were a cross-section of

Saudi Arabia's major employers in the

managing sector. A questionnaire was designed

to accumulate records from the respondents and

to degree their perceptions of the real HRM

practices, and the overall performance degree

of managing sectors. In total, 325 responses

were collected in these workplaces and 25

questionnaires are incomplete. Hence, only 300

samples are considered. The questionnaire is

divided into 4 sections. The first phase

protected the socio-demographic variables such

as age, gender, academic qualification, and

overall experience. The second phase protected

the respondent’s perception of HRM practices

on the 5-object scale. A total of 300

questionnaires were distributed based on the

sample size. The records were examined using

the Statistical Package for Social Sciences

(SPSS) model. The analysis included Pearson

Product-Moment Correlation, regression, and

T-test analyses at a 5% level of significance.

3.9 Measures: HRM Practices

In terms of HRM practices, this study considers

six HRM practices namely career advancement

( four items, e.g. I have clear career paths in this

sector), employee participation (four items, e.g.

Employees in this sector are allowed to make

many decisions), job security ( four items, e.g.

I can stay in the sector for as long as I wish),

performance feedback (four items, e.g. My

manager gives me feedback on my

performance), rewards and recognition (seven

items, e.g. Employees in this sector receive a

pay raise for improving the level of

performance), training and development (four

items, e.g. Extensive training and development

programs are offered by the sector to improve

my job skills) with a total of 26 items adapted

from different prior studies. Participants are

requested to give their responses on a five-point

Likert scale varying from 1=strongly disagree

to 5=strongly agree. Absenteeism was

measured as the proportion of working days

employees were absent in 1 year. Employees

Turnover Intention: The measurement of

Kuvaas (2008) was used to measure employee

turnover intention in five items, which were

carried out in a Norwegian setting. These items

have been used in many previous studies with a

consistently top reliability outcome of 0.74. All

variables were measured by using a 5-point

Likert scale.

4. Results

The goal of this study turned to assess the

interrelationships among HRM practices

including Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, and Employee Productivity in the

context of Saudi Arabia. The power of the

relationships among variables will decide

whether or not the hypotheses are accepted or

null, therefore, rejected.

4.1 Demographic Details

The overall quantity of respondents who

participated in this survey became 300, which

is depicted in table 2. However, the best forty

questionnaires have been observed crammed

back the questionnaires. The statistics pattern

represents the manufacturing sectors in Saudi

Arabia. The respondents covered 34% male and

66%, male. The respondent's ages covered

22.67% between the age variety of 20-25 years,

20.33% between the age of 28-35 years, and

18.67% over the age of 41-45 years. The

respondents covered 17.67% between the age

of 45-50 and 17.33% have been >60. In phrases

of qualification, there have been 33.33% of

postgraduates, 37.67% have been diploma

holders and 32.33% of respondents had both a

Diploma/Certificate and a lower qualification.

Table 2: Demographic Profiles

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

125

Volume 3, 2023

Demographic

Characteristics

No. of

respondents

Percentage

Gender

Female

102

34%

Male

198

66%

Age

20-25

68

22.67%

28-35

61

20.33%

41-45

56

18.67%

45-50

53

17.67%

>60

52

17.33%

Education Qualification

Graduate

113

37.67%

Post Graduate

100

33.33%

others

97

32.33%

Total Experience

1-3 years

54

18%

4-6 years

57

19%

6-10years

53

17.67%

10-15 years

69

23%

> 15 years

62

20.67%

4.1.1 Questionnaire Examination

In order to locate the finest employee for the

manufacturing sector in Saudi Arabia, the

HRM with worker behavioural results needs to

be verified. Thus the HRM practices, the

companies offer three hundred questions for the

employees, HR and the on-site managers. This

questionnaire consists of each of the

dependents and independent factors like

Organizational Commitment, Job Performance,

Absenteeism, Employee Turnover, and

Employee Productivity, and the independent

variables of employee behavioural final results

and human resource control practices. Initially,

the pilot study was handled with 30 participants

to define the internal consistency of the

questionnaire.

4.2 Pilot study

It is a pretesting of a particular research

instrument such as a questionnaire or interview

schedule. Cronbach’s alpha



(or coefficient

alpha) (Ahmed et al., 2019) test to see if

multiple-question Likert scale surveys are

reliable or internal consistency which is shown

in Table 3.

Table 3: Consistency level According to Cronbach’s alpha

Cronbach’s alpha

Internal Consistency

9.0



Excellent

9.08.0 



Good

8.07.0 



Acceptable

7.06.0 



Questionable

6.05.0 



Poor

5.0



Unacceptable

The present research addresses most aspects

of the implementations and practices of pilot

studies in the managing sector since such

implementations and practices consider the

human resource management practices to find

the employee behavioural outcomes. Table 4

states that the questionnaire cases with overall

sort of report according to valid, Excluded, and

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

126

Volume 3, 2023

Total. Among 20, the valid result reaches 100

percent. Further, it excluded range with

Listwise deletion and it was based on all

variables in the procedure, which is less than

zero.

Table 4: Case Summary for Questionnaire

N

%

Cases

Valid

20

100.0

Excludeda

0

.0

Total

20

100.0

a. Listwise deletion based on all variables in the procedure.

Table 5 signifies the reliability status for

Cronbach’s alpha. This took the first four items

for the evaluation of Cronbach’s alpha, from

which the reliability statistics is 0.793.

According to Byrne, 2009, the Average

Variance Extracted (AVE) value is more than

0.50 which also substantiated the convergent

validities. The predicted value is greater than

0.7 thus it portrays that the internal consistency

of these statements is acceptable.

Table 5: Internal Consistency Statistics for Five Items

Cronbach's Alpha

Based on Standardized

Items

N of Items

.793

.792

4

Questionnaire Result for Organizational

Commitment:

The organizational commitment questionnaire

measures dedication in its normative

dimension, based on reciprocity and

responsibility. It is a 6-object questionnaire,

with a five-point Likert scale, the ratings on

every object ranged from 1 to 5, and the

composite rating may want to variety from 0 to

45. 300 employees are used to reply to the

questionnaire that is based on organizational

commitment. As visible in figure 2, an

excessive level of agreement is located for

statements ‘Employees are taken into

consideration as an asset of the organization’

with (N=42) and additionally, the query of

‘work commitments closer to the activity will

increase the productivity’ this indicates

(N=41).

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

127

Volume 3, 2023

Figure 2: Organizational Commitment Likert scale Performance

Questionnaire Result for Job Performance

This phase consists of the job overall

performance of the employee with the

associated questionnaire. These are furnished

for the skilled worker inside the enterprise of

HRM practices. As located in figure 3, an

excessive agreement become located for ‘Work

environment should be well maintained’ with

(N=45). This suggests that the employees are

noticeably interrelated with their working

nature. Further, the respondents indicate

(N=42) that Accomplishing tasks can be a

source of satisfaction. Also, the best applicable

one which is agreed through the employees

‘Teamwork is the main factor which improves

the performance of workers’ there are 42

respondents who strongly consider this

statement.

83

75

87

76

136

72

85

88

80

69

141

84

74

72

76

62

19

64

58

65

57

51

4

45

0

42

0

35

020 40 60 80 100 120 140 160

Motivation is important to enhance

organizational performance

Career advancement opportunities will increase

the level of commitment towards organization

Workers commitment towards job will increase

the productivity

Innovative ideas are encouraged in the

organization

Employees are considered as asset of the

organization

Incentives to the employee to recognize his/her

good work and dedication

Organizational Commitment

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

128

Volume 3, 2023

Figure 3: Job Performance Likert scale Performance

Questionnaire Result for Absenteeism

This section turned into validating a

questionnaire to perceive employees liable to

be absent from work and disability conditions.

These questions are given to 45 respondents

every one affords 6 questions. As visible in

Figure 4, the respondents with the excessive

settlement are ‘Workers who are under extreme

stress due to work or personal reasons get sick

more often’ there are 43 respondents strongly

agreed. In this question, nobody disagrees with

the statement. Additionally, the respondents

with the excessive agreement are ‘Personal

Hardships also lead to absenteeism’.

78

70

83

158

83

96

84

77

74

142

89

81

50

60

66

0

76

72

46

50

51

0

52

51

42

44

26

0

020 40 60 80 100 120 140 160 180

Workers are encouraged to reach the goal

Work life of employees are balanced in the

organization

Accomplishing tasks can be a source of

satisfaction

Work environment should be well maintained

Workers are on time to their work which

increases productivity

Team work is the main factor which improves

the performance of workers

Job Performance

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

129

Volume 3, 2023

Figure 4: Absenteeism Likert scale Performance

Questionnaire Result for Employee

Turnover

In this section, the reputation of dependent

variables of employee turnover and its

effectiveness as a part of the HRM practices

within the side of the respondents' organization

is assessed. As located in figure 5, in 3

statements the employees have been spoken

back with excessive agreement ‘Lack of

training, support, or resources necessary to jobs

well’ indicates (N=41), ‘Employee turnover

will affect the productivity of the organization

this attains’ (N=40). Further, the respondents

agreed with N=40 for employees' perception of

jobs will increase worker turnover. This

indicated that the respondents have been aware

of the significance of productiveness for an

enterprise and also, recognize the additives that

result in imparting excessive turnover.

85

95

72

86

92

82

72

84

80

75

120

76

52

75

63

67

70

58

46

54

42

10

47

33

0

31

30

8

25

020 40 60 80 100 120 140

Bullying or harassment activities in organization

leads to absenteeism

Workers who are not committed to their jobs tend

to find excuses

Treating employees with respect and giving them

freedom to make decisions is the backbone of a

healthy work environment

Regular feedback will decrease the absenteeism in

the organization

Workers who are under extreme stress due to

work or personal reasons get sick more often

Personal hardships also leads to absenteeism

Absenteeism

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

130

Volume 3, 2023

Figure 5: Employee Turnover Likert scale Performance

Questionnaire Result for Employee

Productivity

Further, the dependent variable used for

locating the effectiveness of HRM practices

become Employee Productivity. In which there

are 45 respondents had been requested a

sequence of questions. For every respondent,

the segment consists of 6 questions to reply to

primarily based totally on the Likert 5-factor

scale. In this segment, most people agreed with

the subsequent query which is proven in Figure

6. The questionnaire is ‘Train the people with

good enough take a look at device’, ‘Equip or

educate the personnel with new generation

machines for excessive manufacturing and

Employee engagement is the most important

device to enhance productiveness in the

organization. Similarly, sixteen respondents

disagree with the assertion of Temperature in

the place of business will affect employee

productiveness. This suggests that the working

location is the reason for employee

productivity.

81

75

0

75

138

73

84

122

156

88

124

65

70

119

139

72

38

44

46

59

5

65

0

37

25

0

0 20 40 60 80 100 120 140 160 180

Employee perception towards the jobs

increases employee turnover

Training program and effective work

scheduling will reduce the employee turnover

Employee turnover will affect the productivity

of the organization

Employee turnover reduces the talented

workforce from the organization

Lack of career advancement opportunity leads

to employee turnover

Lack of training, support, or resources

necessary to do jobs well

Employee Turnover

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

131

Volume 3, 2023

Figure 6: Employee Productivity Likert scale Performance

Questionnaire Result for Human

Management Practices

Human Management practices are one of the

independent variables which encompass 6

questions for every respondent. As visible in

figure 7, furthermore, respondents agreed with

all of the statements with an excessive degree

of percent. No one disagrees with the

statements, the agreed declaration with the

excessive degree of percent is as follows, 'Self-

managed and effective teams should be

organized' indicates 43%, 'HR should focus on

both the needs of the organization and the ones

of its employees' with 42%, 'Making

information easily accessible to those who

need' it indicates that the respondents are of

43%, and 'Fair and performance-based

compensation should be provided' is of 36%.

95

83

87

96

134

84

89

85

80

81

166

75

76

74

71

72

0

46

52

58

62

51

0

0 20 40 60 80 100 120 140 160 180

Temperature at the workplace will affects the

employee productivity

Proper flow of communication between worker

and management will increase productivity

Employee engagement is the biggest tool to

improve productivity in the organization

Work place environment is negative or tense,

engagement and productivity levels decrease…

Equip or train the employees with new

technology machines for high production

Train the workers with adequate tech tools

Employee Productivity

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

132

Volume 3, 2023

Figure 7: Human Management Practices Likert scale Performance

Questionnaire Result for Employee

Behavioural Outcomes

The popularity and efficacy of independent

variables of the overall implications of

employee behaviour as part of the HRM

practices are evaluated in this section. In Figure

8, three statements conveyed the employees'

over-compliance ‘Work engagement will

provide better employee behavioural outcome’

(N=39) suggest further, ‘Manage self-task

effectively’ (N=42). In addition, the

participants committed to ‘Consistency

towards the job’ with N=40.

Figure 8: Employee Behavioural Outcomes Likert scale Performance

163

157

80

172

83

138

137

143

84

128

85

162

0

72

0

74

0

64

0

58

0

020 40 60 80 100 120 140 160 180 200

Hiring the right person for the right job

Self-managed and effective teams should be

organized

Fair and performance-based compensation

should be provided

HR should focus on both the needs of the

organization and the ones of its employees.

Creating a flat and egalitarian organization

Making information easily accessible to those

who need it

Human Management Resouces

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

85

154

96

82

146

81

69

0

72

64

0

51

0

0 20 40 60 80 100 120 140 160 180

Consistency towards the job

Manage self-task effectively

Work engagement will provide better

employee behavioural outcome

Employee Behavioural Outcomes

Strongly Disagree Disagree

Neither Agree nor Disagree Agree

Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

133

Volume 3, 2023

Questionnaire Result for Workplace

Bullying Outcomes

While empirical research on targets' responses

to workplace bullying is sparse, it shows the

preponderance of emotion-focused, passive,

and avoidant techniques, all of which are

usually regarded as maladaptive and harmful.

The questionnaire was used to investigate the

participants' experiences of bullying, with

N=56 workers agreeing with the statement

"Being the subject of excessive mocking and

sarcasm." The majority of employees in the

sectors agreed with the statement "over

surveillance of your job." It was acknowledged

by 76 employees as "having your ideas and

beliefs ignored." According to the poll, the

majority of employees have encountered

workplace bullying, which must be monitored

by HR managers in order to safeguard

employees from stress and anxiety and promote

organizational growth.

Figure 9: Workplace Bullying Outcomes Likert scale Performance

Furthermore, the discovery that bullying

causes job insecurity might imply that bullying

is being utilized to force people out of their

jobs. This is in accord with claims that bullying

may be regarded in part as goal-directed

behaviour aimed at improving one's positive

outcomes.

The research discovered via the survey study

that particular antecedent beliefs are connected

to the fundamental dimensions of employee

behaviour outcomes. Some participants

described how HR would criticise and mock

them personally in front of the entire team if

they couldn't find anything wrong with their

performance at work, or would spread untrue

rumours and allegations against them to

different coworkers. They described distressing

emotions like despair, worry, and a sense of

disappointment. Their informal support

systems within and outside of their

83

75

87

76

136

72

25

85

88

80

69

141

84

56

74

72

76

62

19

64

67

73

58

65

57

51

4

45

14

23

0

42

0

35

12

21

020 40 60 80 100 120 140 160

someone withholding information which

affects your performance

Being humiliated or ridiculed in connection

with your work

Being ordered to work before your level of

competence

Having your opinions and views ignored

Being given tasks with unreasonable or

impossible targets or deadlines

Excessive monitoring of your work

Being shouted at or being the target of

spontaneous anger

Being the subject of excessive teasing and

sarcasm

Workplace Bullying

Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly agree

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

134

Volume 3, 2023

organisations were what gave them hope and

self-assurance. However, the positions

emphasise employee well-being as a crucial

result that drives businesses to achieve their

objectives. Human resource personnel need to

be aware that targets may experience emotional

tiredness as a result of being subjected to

bullying behaviour, and that job security needs

to be restored. As a result of this study, the

participating organisation has implemented

some interventions aimed at enhancing pro-

environmental behaviour among its workforce.

These interventions address the barriers and

facilitators of specific employee behaviour that

were identified by these antecedent beliefs.

Despite the challenging circumstances, all

participants continued to give their best efforts,

understanding the value of performance for

maintaining their employment and advancing

their careers as well as for upholding the

expectations of professionalism and

organisational dedication. These are anticipated

to significantly enhance both employee

wellbeing and the performance of the firm. This

demonstrates the theoretical and practical value

of this kind of research.

4.3 Statistical Analysis

A descriptive analysis, correlation appraisal,

and other regression analyses are used for the

assessment of evidence on structured data and

SPSS data are used. Table 6 offers descriptive

statistical meanings, standard deviations, and

zero-order correlations. An exploration of the

relationship between Human Resource

Management Practices and the consequences of

employee positive and negative behaviour has

been conducted.

Table 6: Descriptive Statistics

N

Minimu

m

Maximu

m

Mean

Std.

Deviation

Skewness

Kurtosis

Statistic

Std.

Error

Statisti

c

Std.

Error

OC

300

12.00

29.00

20.3933

4.49138

-.260

.141

-1.015

.281

JP

300

15.00

31.00

23.5267

3.21513

-.796

.141

1.247

.281

AM

300

10.00

25.00

18.5633

3.77981

-.715

.141

-.115

.281

ETO

300

12.00

31.00

21.8567

4.20735

-.962

.141

.175

.281

EP

300

9.00

25.00

18.7833

3.82428

-.681

.141

.343

.281

HRM

300

15.00

27.00

19.8833

2.28044

-.075

.141

-.241

.281

WPB

300

6.00

32.00

21.4567

4.67772

-.351

.141

-.291

.281

EBO

300

13.00

34.00

23.9400

5.11308

-.559

.141

-.423

.281

Measuring the distribution and normality are a

type of descriptive statistics. It can be measured

by skewness and kurtosis. The above

Descriptive statistics show that all variables

such as Organizational Commitment at -26%,

Job Performance at -79%, Absenteeism at -

71%, Employee Turnover at -96%, Employee

Productivity at -68%, HRM at -7%, WPB with

-35%, EBO with -55% these are almost large

negative it means the distribution is with high

symmetrical or more platykurtic (Flat). If we go

into detail the value of negative means that the

tail on the left side of the distribution is longer

or fatter than the tail on the right side. The mean

and median are less than the mode. The above

kurtosis value for AM, ETO, EP, HRM, WPB,

and EBO are closer to 0 which means data is

more normally distributed.

From the average means calculated in the

descriptive statistics, the researcher used the

means to compute correlation analysis, full

regression models, and coefficient of

determination to set up the true relationship

between the dependent variable

(Organizational Commitment (OC), Job

Performance (JP), Absenteeism (AM),

Employee Turnover (ETO), and Employee

Productivity (EP)) and the independent

variables (employee behavioural outcome

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

135

Volume 3, 2023

(EBO), human resource management (HRM)

and Workplace bullying (WPB)).

4.3.1 Correlation Analysis

This study used Pearson product-moment

correlation evaluation to set up whether or not

there may be an affiliation between the

independent variables and the dependent

variable. The correlation coefficient can vary

from ±1.0 (plus or minus one). In a coefficient

of zero methods, there may be no relationship

between the two objects, and an extrade in the

independent object will now no longer affect

the dependent object. It is depicted in Table 7.

Table 7: Correlation Analysis

OC

JP

AM

ETO

EP

HRM

WPB

EBO

OC

Pearson

Correlation

1

.496**

.694**

.775**

.566**

.544**

.082

.925**

Sig. (2-tailed)

.000

.157

.000

N

300

JP

Pearson

Correlation

.496**

1

.391**

.545**

.749**

.436**

.012

.656**

Sig. (2-tailed)

.000

.842

.000

N

300

AM

Pearson

Correlation

.694**

.391**

1

.240**

.756**

.703**

-.077

.609**

Sig. (2-tailed)

.000

.183

.000

N

300

ETO

Pearson

Correlation

.775**

.545**

.240**

1

.196**

.488**

.133*

.853**

Sig. (2-tailed)

.000

.001

.000

.021

.000

N

300

EP

Pearson

Correlation

.566**

.749**

.756**

.196**

1

.369**

-.036

.590**

Sig. (2-tailed)

.000

.001

.000

.531

.000

N

300

HR

M

Pearson

Correlation

.544**

.436**

.703**

.488**

.369**

1

-.063

.534**

Sig. (2-tailed)

.000

.279

.000

N

300

WPB

Pearson

Correlation

.082

.012

-.077

.133*

-.036

-.063

1

.088

Sig. (2-tailed)

.157

.842

.183

.021

.531

.279

.127

N

300

EBO

Pearson

Correlation

.925**

.656**

.609**

.853**

.590**

.534**

.088

1

Sig. (2-tailed)

.000

.127

N

300

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

4.4 Inferential Analysis

The data analysis outcome which consists of

the Classical Assumption Test, Regression

Analysis and Hypothesis Testing result will be

discussed in this section.

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

136

Volume 3, 2023

4.4.1 Regression Analysis

SPSS Statistics will generate quite a few tables

of output for linear regression. This section,

demonstrates the three main tables required to

understand the results from the multiple

regression procedure, assuming that no

assumptions have been violated. To develop the

relationship between the output of the

manufacturing sector and the five variables, the

researcher performed a multivariate regression

analysis. In this test, the proportion of the

overall variance percentage in the dependent

variable as explained by the independent

variable is calculated.

Table 8: Model Summaryb

Model

R

R Square

Adjusted R

Square

Std. Error of

the Estimate

Durbin-

Watson

1

.927a

.859

.857

1.69763

2.825

a. Predictors: (Constant), EBO, WPB, HRM

b. Dependent Variable: OC

Table 8 provides the R and R2 values.

The R-value represents the simple correlation

and is 0.927 (the "R" Column), which indicates

a high degree of correlation. The R2 value (the

"R Square" column) indicates how much of the

total variation in the dependent variable, OC,

can be explained by the independent

variable, EBO, WPB, and HRM. In this case,

85% can be explained, which is very large. The

Adjusted R Square value is 0.858 this indicates

that 85% of improvements in the dependent

variable could describe the five independent

variables and the remaining 20% of the

dependent variable does not have the other

variables in the sample. The Durbin Watson

d=2.825, which is between two critical values

of 1.5<d<2.5. Therefore, assume that there is no

first-order linear autocorrelation in the multiple

regression data.

Table 9: ANOVAa

Model

Sum of

Squares

df

Mean Square

F

Sig.

1

Regression

5178.531

3

1726.177

598.962

.000b

Residual

853.056

296

2.882

Total

6031.587

299

a. Dependent Variable: OC

b. Predictors: (Constant), EBO, WPB, HRM

The F-ratio in the ANOVA table 9 tests that

the overall regression model is a good fit for the

data. The table shows that the independent

variables statistically significantly predict the

dependent variable, i.e., the regression model is

a good fit for the data. It evaluates the null

hypothesis that the entire regression model has

a population R of zero. Meanwhile, p < 0.05,

rejects this null hypothesis from the data.

Table 10: Coefficientsa

Model

Unstandardized

Coefficients

Standardized

Coefficients

t

Sig.

Collinearity

Statistics

B

Std.

Error

Beta

Toleran

ce

VIF

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

137

Volume 3, 2023

1

(Constant)

-1.204

1.001

-1.202

.230

HRM

.141

.051

.072

2.742

.006

.702

1.424

WPB

.008

.021

.008

.375

.708

.975

1.025

EBO

.778

.023

.886

33.891

.000

.700

1.429

a. Dependent Variable: OC

Table 10 provides the coefficient table with

unstandardized coefficients, which designate

how much the dependent variable varies with

an independent variable when all other

independent variables are held constant. This

tests whether the unstandardized (or

standardized) coefficients are equal to 0 (zero)

in the population. The t-value and

corresponding p-value are located in the "t" and

"Sig." columns, respectively. Here, p >.05, this

concludes that the WPB coefficients are not

statistically significantly. Further, checking for

multicollinearity in the multiple regression

model with tolerance, the obtained value was

0.702, 0.975 and 0.70, generally, the tolerance

value was <0.1 it was satisfied with this

condition.

4.4.2 Classical Assumption Test

In order to accomplish a certain objective to use

multiple regression models, a classical

assumption test must be interpreted. The

Classical Assumption Test analyses include a

test of normality.

Normality Test

The Normality Test is used to test independent

variables and dependent variables based on the

subsequent regression queries. The outcome

should suggest whether or not the data was

usually transmitted. The study starts with the

observation of the Histogram and P-Plot

presented below.

(a)

(b)

Figure 10: Histogram and Probability-Plot graph of OC

Figure 10(a) displays the histogram of the

OC-Organizational Commitment dependent

variable test graph. The effects of the output

suggest a bell-figure in the histogram line. The

normality test P-Plot graph for the dependent

variable OC is seen in Figure 10(b).

Consequently, the data on the regression model

may be inferred that complies with the

assumption of normality.

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

138

Volume 3, 2023

(c)

(d)

Figure 11: Histogram and Probability-Plot graph of JP

Figure 11(c) displays the histogram of the

JP-Job Performance of dependent variable

normality test diagram. The effects of the

output suggest a bell-figure in the histogram

line. 11(d) demonstrates the JP dependent

variable P-Plot graph of the normality test.

Resultantly, the data on the regression model

may be inferred that complies with the

assumption of normality.

(e)

(f)

Figure 12: Histogram and Probability-Plot graph of AM

The histogram of the test diagrams for the

dependent AM-Absenteeism factor is

illustrated in Figure 12(e). The effects of the

analysis imply a bell-shaped histogram line. 12

(f) reveals the normality test P-Plot graph for

the AM variable dependent. And hence, the

data on the regression model may be inferred

that complies with the supposition of normal.

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

139

Volume 3, 2023

(g)

(h)

Figure 13: Histogram and Probability-Plot graph of ETO

Figure 13(g) shows the ETO-Employee

Turnover histogram in normality experiments.

The findings reveal that the histogram line

produces a bell. 13(h) conveys the normality

measure P-Plot graph of the dependent ETO

component. Therefore, the details regarding the

regression model can be concluded to satisfy

the presumption of normality.

(i)

(j)

Figure 14: Histogram and Probability-Plot graph of EP

Figure 14(i) represents the histogram for the

EP-employee productivity dependent variable

test graph. The effect of the output shows that

it produces a bell-like histogram line. 14 (j) the

normality test of the dependent EP variable is

shown in P-Plot. It can then be assumed that the

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

140

Volume 3, 2023

knowledge about the regression model follows

the standard.

4.4.3 Hypothesis Testing Result

The T-Test is used to assess the substantial

effects between each dependent and

independent variable. In order to detect the

effects, the coefficient table precisely decides

whether the independent variables are

significant, partially important, or not the

coefficient table. Table 11 depicts the one-

sample t-test statistics for the hypothesis test

result.

Table 11: One-Sample Statistics

N

Mean

Std. Deviation

Std. Error Mean

OC

300

20.3933

4.49138

.25931

JP

300

23.5267

3.21513

.18563

AM

300

18.5633

3.77981

.21823

ETO

300

21.8567

4.20735

.24291

EP

300

18.7833

3.82428

.22080

HRM

300

19.8833

2.28044

.13166

WPB

300

21.4567

4.67772

.27007

EBO

300

23.9400

5.11308

.29520

The T-test is normally done when the

standard deviation is unknown. The result of

the T-test applied to the motivator with the test

value of 47 in group form, is illustrated in table

12.

Table 12: Statistics Confidence Analysis

Test Value = 47

t

df

Sig. (2-tailed)

Mean

Difference

95% Confidence Interval of

the Difference

Lower

Upper

OC

-102.606

299

.000

-26.60667

-27.1170

-26.0964

JP

-126.455

299

.000

-23.47333

-23.8386

-23.1080

AM

-130.308

299

.000

-28.43667

-28.8661

-28.0072

ETO

-103.508

299

.000

-25.14333

-25.6214

-24.6653

EP

-127.796

299

.000

-28.21667

-28.6512

-27.7822

HRM

-205.958

299

.000

-27.11667

-27.3758

-26.8576

WPB

-94.581

299

.000

-25.54333

-26.0748

-25.0119

EBO

-78.116

299

.000

-23.06000

-23.6409

-22.4791

SPSS calculates the t-statistic and its p-value

under the assumption that the sample comes

from an approximately normal distribution. In

this p-value associated with the t-test is small

i.e) p<0.05, there is evidence that the mean is

different from the hypothesized value. In

summary, the results support the research

hypotheses: the greater the perceived use of

HRM practices, the higher level of employees’

affective organizational commitment,

employee productivity and workplace bullying,

but the lower level of their turnover intention.

4.4.4 Hypothesis Correlation Analysis

In these analyses, the interaction with other

variables (organizational commitment, job

efficiency, absenteeism, employee turnover,

and productivity) is illuminated only (employee

behavioural outcomes, HRM practices). The

positive correlation between HRM and the

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

141

Volume 3, 2023

behavioural outcomes of employees is found in

Hypothesis 1.

Table 13: Correlation between HRM and EBO

HRM

EBO

HRM

Pearson Correlation

1

.534**

Sig. (2-tailed)

.000

The sum of Squares and Cross-

products

1554.917

1862.900

Covariance

5.200

6.230

N

300

EBO

Pearson Correlation

.534**

1

Sig. (2-tailed)

.000

The sum of Squares and Cross-

products

1862.900

7816.920

Covariance

6.230

26.144

N

300

Table 13 summarizes that the Pearson

correlation r=1 is used in human resources

management and the employee behavioural

outcomes can have r=0.534. Furthermore, these

variables have a significant amount at a 5%

(<0.05) significance level. The two

independent HRM and EBO variables are

significant and thus both positively correlated.

The findings illustrate that there is a positive

correlation between the variables.

Table 14: Correlation between HRM and WPB

HRM

WPB

HRM

Pearson Correlation

1

-.063

Sig. (2-tailed)

.279

N

300

WPB

Pearson Correlation

-.063

1

Sig. (2-tailed)

.279

N

300

In Table 14 the value of Pearson r i.e., the

correlation coefficient which in this case is -

0.063. Thus it has the perfect negative

correlative between the variables. Further,

interested in the 2-tailed significance value

which in this case is < .000. The standard alpha

value is .279, which means that our correlation

is not significant. This indicates that hypothesis

H2 has a negative correlation and was not

significant within the variables. According to

Hypothesis H3, HRM, WPB, and EBO

contribute to organizational development.

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

142

Volume 3, 2023

Table 15: Correlation between HRM, EBO and WPB

HRM

EBO

WPB

HRM

Pearson Correlation

1

.534**

-.063

Sig. (2-tailed)

.000

.279

N

300

EBO

Pearson Correlation

.534**

1

.088

Sig. (2-tailed)

.000

.127

N

300

WPB

Pearson Correlation

-.063

.088

1

Sig. (2-tailed)

.279

.127

N

300

In this result table 15 specifies that HRM

practices take to contribute to employee

behaviour outcomes with the correlation

coefficient r=0.534, p<0.05. However, the

workplace bullying outcomes are not

contributing to the organizations which in this

case r=-0.063, p>0.05 was highly not

significant and has a negative correlation

between the variables. From this hypothesis,

H3 resulted that it has a positive correlation

with employee behaviour outcomes and a

negative correlation with workplace bullying

outcomes in the organization's development.

Table 16: Correlation between HRM, and Dependent Variables

HRM

Dependent

Variables

Correlation

Coefficient

OC

.544**

JP

.436**

AM

.703**

ETO

.488**

EP

.369**

Hypothesis H4 defines that there is a

positive correlation between HRM and

dependent variables (Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity). From the analysis, it was

depicted (table 16) that all the dependent

variables have a positive correlation with

Human Resource Management. The correlation

with organization commitment can have

(r=0.544, p<0.05), and with job performance

(JP) the correlation coefficient is of (r= 0.436,

p<0.05), absenteeism can have (r=0.694,

p<0.05) which indicates that p-value is 0 and it

was highly significant. Furthermore, for

employee turnover, the coefficient was

(r=0.488, p<0.05) and for employee

performance with HRM, the variables can have

(r=0.369, p<0.05). Therefore, the hypothesis

that states that Human resource management

has a positive correlation and is statistically

related to Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, and Employee Productivity is

accepted in this sample.

Table 17: Correlation between EBO, and Dependent Variables

Dependent

Variables

Correlation

Coefficient

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

143

Volume 3, 2023

EBO

OC

.925**

JP

.656**

AM

.609**

ETO

.853**

EP

.590**

In Hypothesis H5 there is positive

correlation exists between employee

behavioural outcomes and dependent variables

(Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, and Employee Productivity). From

Table 17, it was observed that the HRM value

was bound to OC and that it had a positive value

of r=0.925, p<0.05. Even for JP, the correlation

value is 0.656, which has a positive

relationship. The correlation coefficient of AM,

ETO, and EP also indicate a positive

relationship with the values of (r=0.609,

p<0.05), (r=0.853, p<0.05), (r=0.590, p<0.05).

H2 has now been acknowledged by concluding

that it interacts positively with all dependent

variables, which transmits that it is very

significant.

Table 18: Correlation between WPB, and Dependent Variables

WPB

Dependent

Variables

Correlation

Coefficient

OC

.082

JP

.012

AM

-.077

ETO

.133*

EP

-.036

The results revealed that hypothesis H6 of

workplace bullying outcome does not have a

positive correlation between all the dependent

variables. The correlation coefficient for

organizational commitments the value of

(r=0.082, p>0.05) this signifies that it was not

significant with the variables. In addition, for

job performance the value of r=0.12, p>0.05

over again was not significant meanwhile the

value of p was greater than one. While a

negative relationship between AM and WPB (r

= - 0.077, p>0.05) was noted in table 18. ETO

can have (r=0.133, p<0.05), which illustrates

that it has a positive correlation and was

significant at the level of 5%. Concurrently, the

employee performance can have (r=-0.036,

p>.01) which implies that has a negative

relationship between the variables. Only

employee turnover was proved to be the

strongest relationship with workplace bullying

outcomes. From hypothesis H7, the results

exposed that there are no combined effects of

performance between HRM, employee

behavioural outcomes and workplace bullying

outcomes. HRM department only focused on

the relationship with employee behavioural

outcomes, there is no other consideration of the

workplace bullying outcomes.

Discussions

The goalmouth of this study was to realize if

there was a relationship between HRM and

employee behaviour outcomes of positive and

negative workplace bullying in Saudi Arabia, a

Gulf country. HRM methods are positively

connected to subjective and quantitative

measures of employee behaviour outcomes, as

well as workplace bullying. The results showed

that HRM methods were positively connected

to both employee behaviour and workplace

bullying outcomes, according to hypotheses 1

and 2. (Chidiebere Ogbonnaya, 2019) backs up

the premise that consistent HRM policies might

have attitudinal implications when employees

see them subjectively. This distinguishes

between the favourable associations between

HRM practises and employee performance and

the opposing outcomes approach, which relates

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

144

Volume 3, 2023

HRM practices to increased job stress and

demands. (Sven Hauff 2022) deepen the

understanding of the relationships between

high-performance work practices (HPWPs) and

employee well-being. The results support the

mediating roles of job satisfaction and work

engagement. Interestingly, the remaining direct

relationships between HPWPs and sleep quality

are negative, which supports a counteracting

effects model. Interrelationships between

organisational context variables, work factors,

individual employee psychological and

motivational factors, employee outcomes,

organisational outcomes, and competitive

advantage (Simon L. Albrecht, 2015). The

authors provide organisations with clear

guidance on how to use HR procedures (such as

selection, socialisation, performance

management, and training) to enable and

improve employee engagement and generate

positive outcomes that will help organisations

gain a competitive advantage. Apart from that,

the research focused on the consequences of

employee behaviour and HRM practices to

establish a solid link between the variables.

However, in contrast to the hypothesis, we

found that the interaction effects between

employee positive and negative behaviour

outcomes were always regarding the effects on

job satisfaction and wellbeing and that the

indirect conditional effects of HR practices on

health were always lower workplace bullying

was higher. The analyses showed significant

positive results (largely confirming our

Hypotheses 1 and 2), as regards the relationship

between HRM and employee behaviour

outcomes.

Resembling many of the previous studies of

this nature, subjective organizational

performance was measured from the same

source as that of HRM practices. Common

method variance is therefore a potential

alternate explanation for the results. This

suggests some caution while interpreting the

results. However, the similar positive

relationship for high-involvement HRM

practices found using a quantitative measure of

firm performance for a subset of firms suggests

that the relationship is substantive and not an

artefact of the method. According to hypothesis

H3: HRM, employee behavioural, and

workplace bullying outcomes contribute to the

organization. The core theme of “protecting my

interests” captures participants’ attempts to

deal with the experience of bullying, relying on

their personal and social resources as well as on

organizational options to ensure that their

emotional wellbeing, task-related performance

and long-term career goals were not adversely

and excessively hampered by victimization.

Though it involves avoiding problematic

situations, exit provides targets with hope for

the future and a sense of control over their lives.

In hypothesis H4- HRM and employee

behaviour outcomes are combined in terms of

dependent variables (Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity). Thus it is inferred from

hypothesis H4 that all the dependent variables

are positively correlated. The results of the

research based on the data obtained show that

organizational commitment has a positive and

insignificant effect on performance through job

satisfaction. This means that organizational

commitment variables and their indicators

provide positive reinforcement for being

happy, feeling, thinking, emotionally attached,

worried, having a sense of belonging, few

choices, alternatives, sacrifices, loyal,

obligations, loyal, working, one organization,

wise, and making a very significant

contribution, strong or significant to job

satisfaction. But not yet in improving employee

performance. In this previous study,

organizational commitment, directly and

indirectly, had a positive and significant effect

and a negative and insignificant effect on

employee performance through job

satisfaction. Meanwhile, this study, shows that

organizational commitment has a positive and

insignificant effect on employee performance

through job satisfaction so it becomes the

update of this research between previous

studies. The findings of this study provide some

evidence that employees’ perceptions relating

to the application of HRM may offer a positive

contribution to providing an effective approach

to these problems. The findings have indicated

that all of the HRM practices under scrutiny

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

145

Volume 3, 2023

were positively related to employee

commitment and reducing turnover.

Finally, the company contributes to

Hypothesis H5 - the outcomes for employee

behaviour with organizational commitment, job

performance, absenteeism, employee turnover,

and employee productivity. (Lincoln Jisuvei

Sungu 2019) address why the relationship

between affective organizational commitment

and job performance varies. Accordingly,

found the effect of transformational leadership

on the relationship between affective

organizational commitment and job

performance for employees with high

occupational commitment was contrary to its

effect on employees with low occupational

commitment. In this study, the crucial value of

df = 9 for the distribution table is 2.262 for

some dependent and independent variables of

5% significance. The value measured is higher

than the critical. The zero theory is dismissed

and it adds greatly to the organization.

Therefore, it revealed from the full hypothesis

that HRM and EBO are related positively to the

dependent variables. According to Wasti

(2005) and Sinclair et al (2005), the most

desired commitment profile in terms of

behaviour is the dedicated profile, which has

high AC and CC. Our findings imply that

combining development and stability-oriented

HRM policies is the best method to maximise

the chance of this personnel profile.

This means that organisations that focus on

leadership, innovation, inter-functional

coordination, communication and knowledge

sharing, strategic management, resource

leveraging and management, organisational

learning, market focus, total quality

management, and information and

communication technology are more likely to

perform better. Based on the social exchange

hypothesis (Blau, 1964; Gouldner, 1960), it

was believed that HRM techniques' perceived

availability and use would have a favourable

impact on work engagement and employability.

The next objective of Hypothesis H6- A

positive correlation exists between employees'

behavioural outcomes (Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity). H6 is acknowledged by

concluding that it interacts positively with all

dependent variables, which transmits that it is

very significant. In Bard Kuvaas' research, a

strong and direct negative relationship was

discovered between the perception of

developmental HR practises and turnover

intention, however, this correlation was

tempered by perceived procedural and

interactional justice. There was no evidence

that the EOR indicators played a mediation role

in the link between employee outcomes and

perceptions of developmental HR practises.

In Hypothesis 7- The HRM-dependent

variables have a positive relationship

(Organizational Commitment, Job

Performance, Absenteeism, Employee

Turnover, and Employee Productivity).

Productivity is a performance measure

encompassing both efficiency and

effectiveness. This notes that the management

of human resources is related positively to all

dependent variables. Job satisfaction,

according to Miller and Monge (1986), boosts

productivity by providing high-quality

motivation and enhancing working capabilities

at the time of implementation. (Ian R. Gellatly,

2009) explored how employee perceptions of

human resource management (HRM) practices

influenced the likelihood of employees joining

the affective and continuous commitment

profiles. Abubakar Tabiu revealed that HRM

practices have a favourable impact on

employee work performance, and the findings

revealed that while all HRM practices are

related, not all of them correlate strongly with

employee job performance. In contrast, all

HRM practices are connected with the

variables in the research. In consequence, the

research findings showed that the impact of

human resource practices can alter the negative

effect on the organisation owing to excessive

turnover of the employee.

Moreover, this study extends the conceptual

research and HRM development studies in the

organizational behaviour domain by

investigating the role of WB and OS in the

relationship between EBO and employee

engagement. Human resource professionals

must be aware that employees who are bullied

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

146

Volume 3, 2023

may experience emotional tiredness, and

targeted' job security must be restored. They

must, for example, confirm that no unwelcome

and unlawful relocation or change of job task

has occurred. Furthermore, encouraging

employees to attend religious services regularly

is important since religious involvement has

been shown to improve mental health, in part

by reducing the likelihood of exposure to

stressful life events such as job uncertainty.

According to this work contributes work

bullying factor is the variable for absenteeism

which indicates that it was insignificant and

does not have a positive correlation between the

variables however, the p-value is greater the

0.05. This finding corroborates the findings of

Berkery et al (2020) study. There were three

hypotheses formulated for this study and the

result of hypothesis one was supported by the

findings of Greenhaus et al (2003) and

Grunfeld et al. (2004) which revealed the

influence of work-family conflict on

employees’ absenteeism. Christopher Magee

offers fresh perspectives on the link between

workplace bullying and absenteeism. In a large

sample of Italian workers, Campanini

investigates the link between workplace

bullying and sickness absenteeism. The

relationship between the employee's good and

bad behaviour is investigated in this research

project. Workplace bullying is a major problem

that affects the well-being and productivity of

employees. Previous research has linked

workplace bullying to absenteeism, which is a

key contributor to lost productivity in the

workplace during organizational change.

Practical Implications

In the Saudi Arabian management industry, the

study's findings have shown relationships

between and among HRM, employee job

satisfaction, and organisational commitment.

These findings have practical implications.

Having high levels of job satisfaction among

employees will prevent low levels of turnover

rate, absenteeism and levels of productivity and

increase organizational commitment. This

research also has suggestions for effective

organizational management. The implications

for the staff, based on the findings of this study,

including emphasizing the value of selecting

proactive workers and measures to reduce

proactive employee turnover. For today's

commercial organizations, techniques to

analyze candidates' proactivity may be

beneficial and important. To the best

knowledge of the researcher, this is one of the

very few empirical works that has been

conducted in developing countries,

particularly, in managing sector employees in

Saudi Arabia to investigate the relationships

among HRM practices, employee behaviour

positive outcomes and negative outcomes. As a

result, firms should allow employees to work

under autonomous working conditions that

allow them to realize the benefits of their

proactivity, reducing turnover among proactive

personnel. This study can recommend that to

ensure high levels of job satisfaction and well-

being among employees and enhanced

organizational commitment, employee

productivity especially in managing sectors

should emphasize HRM practices.

Limitations and Future Scope

While there are many theoretical and practical

advancements made by this work, there are

some shortcomings that will need to be

resolved in the future. The causality of our

conclusions cannot be guaranteed because the

research used cross-sectional data to assess our

research model. Although it is unlikely that

proactive personality and job autonomy are

directly impacted by the intention to leave,

longitudinal data should be employed to

support the research design and enhance the

significance of the study's findings.

Additionally, the questionnaire that was

gathered was insufficient to investigate how the

organisational change affected behavioural

results. For instance, they must confirm that no

unauthorised movement or change like the

activity has taken place. As a result, HRM

should concentrate on actively preventing

workplace bullying, harassment, and

mobbing, as well as fostering a healthy

corporate culture. Employees' intentions to

quit have a negative impact on this

behavioural HR result. This will provide the

higher authorities on how to address the

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

147

Volume 3, 2023

problem of workplace bullying effectively. The

main limitation of this work indicates the

empirical evidence suggests that employees’

positive and negative actions relationship nut

that the employees need their working

conditions is not well defined. Therefore, for

future consideration, focus on organizational

incentives, supervisory support, family

support, and a favourable mix of job conditions,

employee situational needs and professional

growth in HRM practice should be relatively

centred in future research.

5. Conclusion

This study intends to examine its effect on

Saudi Arabia's manufacturing sector on HRM

activities and employee performance outcomes.

This has successfully solved the research issue

of this study which is how to enhance

manufacturing sector efficiency by recognizing

the behaviours and attitudes of the employee.

The more informed independent and dependent

variables are also suggested (Organizational

Commitment, Job Performance, Absenteeism,

Employee Turnover, and Employee

Productivity, Human Resource Management

Practices, Employee Behavioural Outcomes).

This will increase employee efficiency for the

companies by engaging workers with input on

a self-managed questionnaire. The simulation

of seven hypotheses fulfilled the correlation

statement and it is correlated positively with the

dependent and independent variables. The

study indicates that HRM practices can only

boost employees' productivity and

performance, but also that well-designed HRM

practices can also increase employees'

commitment and can influence their attitudes

and behaviour. The study showed that HRM

and employee behavioural effects are

statistically relevant and optimistic (r = 544, p

< 0.05). In comparison, a favourable

association between employee behaviour

outcomes and dependent variables was

observed with (r =0.496, .694, .775, .566, .544,

.925; p=0.05) There is a positive correlation

between employee performances with

dependency. The next test outcome of the

hypothesis also means that HRMs and

dependent variables (organizational

engagement, work efficiency, absenteeism,

employee turnover, and staff productivity) are

correlated positively (r

=0.436,0.369,.703,0.488,0.534; p < 0.05). The

analysis found that the combined effects of

HRM and EBO independent variables are

present. In the workplace bullying outcome,

reaches a negative relationship with

absenteeism which seems insignificant.

References

[1] Al Damoe, F. M. A., Yazam, M., & Ahmid,

K. B. (2012). The mediating effect of HRM

outcomes (employee retention) on the

relationship between HRM practices and

organizational performance. International

Journal of Human Resource Studies, 2(1),

75.

[2] Rana, Muhammad Habib, and Muhammad

Shaukat Malik. "Impact of human resource

(HR) practices on organizational

performance." International Journal of

Islamic and Middle Eastern Finance and

Management (2017).

[3] Saridakis, George, Rebeca Muñoz Torres,

and Stewart Johnstone. "Do human

resource practices enhance organizational

commitment in SME s with low employee

satisfaction?" British Journal of

Management 24, no. 3 (2013): 445-458.

[4] Delaney, John T., and Mark A. Huselid.

"The impact of human resource

management practices on perceptions of

organizational performance." Academy of

Management Journal 39, no. 4 (1996): 949-

969.

[5] Cunha, Rita Campos, Miguel Pina e Cunha,

Antonio Morgado, and Chris Brewster.

"Market forces, strategic management,

HRM practices and organizational

performance, a model based in a European

sample." (2002).

[6] Çalişkan, E.N., 2010. The impact of

strategic human resource management on

organizational performance. Journal of

Naval science and engineering, 6(2),

pp.100-116.

[7] Becker, Brian, and Barry Gerhart. "The

impact of human resource management on

organizational performance: Progress and

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

148

Volume 3, 2023

prospects." Academy of management

journal 39, no. 4 (1996): 779-801.

[8] Osemeke, Monday. "The impact of human

resource management practices on

organizational performance: A study of

Guinness Nigeria Plc." AFRREV IJAH: An

International Journal of Arts and

Humanities 1, no. 1 (2012): 79-94.

[9] Factors affecting teachers' motivation: An

HRM challenge for public sector higher

educational institutions of Pakistan (HEIs).

International Journal of Educational

Management, 30(1), 101–114

[10]Dhar, B. K., Masruki, R., Mutalib, M.,

Rahouma, H. M., Sobhani, F. A., & Absar,

M. M. N. (2018). Mediating Effect of

Organizational Commitment between

Islamic Human Resource Practices and

Organizational Performance among Islamic

Banks of Bangladesh. The Journal of

Muamalat and Islamic Finance Research.

[11]Otoo, Frank Nana Kweku. "Human

resource management (HRM) practices and

organizational performance." Employee

Relations: The International Journal (2019).

[12] Sial, Muhammad Adnan, Syed Mukhtar

Ahmed Jilani, Rabia Imran, and Arshad

Zaheer. "Effect of human resource practices

on organizational commitment in Pakistani

universities." World Applied Sciences

Journal 15, no. 6 (2011): 793-798.

[13]Sittisom, Waleerak. "The Impact of Human

Resource Practices on Organizational

Commitment of the Pharmacy Employees

in Thailand." Systematic Reviews in

Pharmacy 11, no. 3 (2020): 97-105.

[14] White, L., Lockett, A., Currie, G., &

Hayton, J. (2020). Hybrid context,

management practices and organizational

performance: A configurational approach.

Journal of Management Studies.

[15] Rao-Nicholson, Rekha, Zaheer Khan,

Pervaiz Akhtar, and Shlomo Y. Tarba. "The

contingent role of distributed leadership in

the relationship between HR practices and

organizational ambidexterity in the cross-

border M&As of emerging market

multinationals." The International Journal

of Human Resource Management 31, no. 2

(2020): 232-253.

[16] Presbitero, A., 2017. How do changes in

human resource management practices

influence employee engagement? A

longitudinal study in a hotel chain in the

Philippines. Journal of Human Resources

in Hospitality & Tourism, 16(1), pp.56-70.

[17] Falola, H.O., Oludayo, O.O., IGBINOBA,

E.E., Salau, O.P. and Borishade, T.T., 2018.

Measuring work engagement strategies and

employees’ behavioural outcomes in

Nigerian Universities. Journal of Business

and Retail Management Research, 13(2),

pp.98-106.

[18] Li, S., Rees, C.J. and Branine, M., 2019.

Employees’ perceptions of human resource

management practices and employee

outcomes: Empirical evidence from small

and medium-sized enterprises in

China. Employee Relations: The

International Journal.

[19] Aktar, A., 2018. Soft HRM practices,

organizational commitment, work-related

support and employee engagement in

Bangladesh banking sector. Universiti

Utara Malaysia.

[20] Cherif, F., 2020. The role of human

resource management practices and

employee job satisfaction in predicting

organizational commitment in Saudi

Arabian banking sector. International

Journal of Sociology and Social Policy.

[21] The Effects of an Ambidextrous

Leadership on the Relationship between

Governance Mechanism and Social

Sustainability, Procedia - Social and

Behavioral Corresponding author (2018).

Sciences, Volume 238, pp.398–

407. https://doi.org/10.1016/j.sbspro.2018.

04.017

[22] de Reuver, R., Van de Voorde, K. and

Kilroy, S., 2021. When do bundles of high

performance work systems reduce

employee absenteeism? The moderating

role of workload. The International Journal

of Human Resource Management, 32(13),

pp.2889-2909.

[23] Aburumman, O., Salleh, A., Omar, K. and

Abadi, M., 2020. The impact of human

resource management practices and career

satisfaction on employee’s turnover

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

149

Volume 3, 2023

intention. Management Science

Letters, 10(3), pp.641-652.

[24] Stirpe, L., Profili, S. and Sammarra, A.,

2022. Satisfaction with HR practices and

employee performance: A moderated

mediation model of engagement and

health. European Management

Journal, 40(2), pp.295-305.

[25] Khan, M.I., Mehmood, S., Mahnaz, W.,

Ali, E. and Ahmad, M., 2022. The effect of

workplace bullying on turnover intention,

mediating role of employee rumination, a

quantitative study of three hospitals located

at khyber pakhtunkhwa. Journal of

Contemporary Issues in Business and

Government Vol, 28(02).

[26] Sheehan, M., McCabe, T.J. and Garavan,

T.N., 2020. Workplace bullying and

employee outcomes: a moderated mediated

model. The International Journal of Human

Resource Management, 31(11), pp.1379-

1416.

[27] Li, X., 2020. Workplace Bullying,

Perceived Organizational Support and

Turnover Intention in Manufacturing

Factory: Evidence from China. Open

Access Library Journal, 7(10), p.1.

[28] Magee, C., Gordon, R., Robinson, L.,

Caputi, P. and Oades, L., 2017. Workplace

bullying and absenteeism: The mediating

roles of poor health and work

engagement. Human Resource

Management Journal, 27(3), pp.319-334.

[29] Jalali, A., Jaafar, M. and Hidzir, N.I., 2020.

Indirect effect of workplace bullying on

emotional exhaustion through job

insecurity among Malaysian workers: The

buffering role of religion. Journal of

Islamic Accounting and Business Research.

[30] Dahmardeh, M. and Nastiezaie, N., the

Impact of Organizational Trust on

Organizational Commitment through the

Mediating Variable of Organizational

Participation.

[31] Pratama, E.N., Suwarni, E. and

Handayani, M.A., 2022. The Effect of Job

Satisfaction and Organizational

Commitment on Turnover Intention with

Person Organization Fit As Moderator

Variable. APTISI Transactions on

Management (ATM), 6(1), pp.74-82.

[32] Ervasti, J., Seppälä, P., Olin, N.,

Kalavainen, S., Heikkilä, H., Aalto, V. and

Kivimäki, M., 2022. Protocol:

Effectiveness of a workplace intervention

to reduce workplace bullying and violence

at work: study protocol for a two-wave

quasi-experimental intervention

study. BMJ Open, 12(3).

[33] Gupta, S., Sikka, V., Kaur, M. and Arora,

D., 2022. Exploring the interrelationship

between workplace naonviolent behavior

and workplace bulling (Doctoral

dissertation).

[34] Hayajneh, N., Suifan, T., Obeidat, B.,

Abuhashesh, M., Alshurideh, M. and

Masa’deh, R., 2021. The relationship

between organizational changes and job

satisfaction through the mediating role of

job stress in the Jordanian

telecommunication sector. Management

Science Letters, 11(1), pp.315-326.

[35] Prouska, R., Nyfoudi, M., Psychogios, A.,

Szamosi, L.T. and Wilkinson, A., 2022.

Solidarity in action at a time of crisis: The

role of employee voice in relation to

communication and horizontal solidarity

behaviour. British Journal of Management.

[36] Ramlawati, R., Trisnawati, E., Yasin, N.

and Kurniawaty, K., 2021. External

alternatives, job stress on job satisfaction

and employee turnover

intention. Management Science

Letters, 11(2), pp.511-518.

[37] Ichsan, R.N., Nasution, L., Sinaga, S. and

Marwan, D., 2021. The influence of

leadership styles, organizational changes on

employee performance with an

environment work as an intervening

variable at pt. Bank sumut binjai

branch. Journal of Contemporary Issues in

Business and Government, 27(2).

[38] Rahrig Jenkins, K., Stiehl, E., Bales, S. and

Sherman, B., 2022. Employee Sources of

Stress and Their Associations with

Absenteeism: Differences by Wage

Category. Journal of Occupational and

Environmental Medicine, 64(7), pp.614-

620.

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

150

Volume 3, 2023

[39] RAO, P.B., INAMPUDI, M.P. and

BHAMA, B.S., A study on the factors that

affect employee absenteeism in food and

inns private limited.

[40] Michael, N. and Fotiadis, A.K., 2022.

Employee turnover: The hotel industry

perspective. Journal of Tourism, Heritage

& Services Marketing (JTHSM), 8(1),

pp.38-47.

[41] Ali, M.H. and Barishal, B., Impact of

HRM Practices on Employee Productivity:

A Study on the RMG Sector in Bangladesh.

Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

The author contributed in the present research, at all

stages from the formulation of the problem to the

final findings and solution.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

No funding was received for conducting this study.

Conflict of Interest

The author has no conflict of interest to declare that

is relevant to the content of this article.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

_US

DESIGN, CONSTRUCTION, MAINTENANCE

DOI: 10.37394/232022.2023.3.10

Saham Salman Alismail

E-ISSN: 2732-9984

151

Volume 3, 2023