Human Resource Practices and Employee Performance in Sarawak Private Higher Education Institutions (PHEIs): Mediating Role of Self-Efficacy

Boo Khoon, Voon (2025) Human Resource Practices and Employee Performance in Sarawak Private Higher Education Institutions (PHEIs): Mediating Role of Self-Efficacy. DBA thesis, Universiti Malaysia Sarawak.

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Abstract

The competitiveness, success and sustainability of Private Higher Education Institutions (PHEIs) hinge upon various factors and most importantly, the interplay between human resource (HR) practices and employee’s performance in the light of the rapid changes in the business environment. However, how individuals respond to organizational efforts require further understanding. Therefore, this study investigates the impact of HR practices, specifically training and development, job rotation, career planning, and job involvement on employee performance in PHEIs in Sarawak, Malaysia, with a focus on the mediating role of self-efficacy. Framed within Social Exchange Theory (SET) and the Ability-Motivation-Opportunity (AMO) Theory, the research aims to understand how these HR practices contribute to enhanced employee performance. Data were collected through an online survey across 27 PHEIs, resulting in 452 responses from both academic and non-academic staff using purposive sampling. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). The key findings revealed that the relationship between HR practices and employee performance is significant, where job involvement shows the strongest influence, followed by training and development, job rotation and career planning. In addition, self-efficacy was found to significantly mediate the relationship between HR practices and employee performance. Theoretically, the findings highlight the importance of strategic HR interventions in fostering a motivated and capable workforce in line with AMO Theory. The practical contributions include enhancing HR practices, improving staff retention, emphasizing leadership development, and guiding policymakers on continuous professional development (CPD) and career progression to strengthen employee performance and PHEIs. Recommendations for future research include exploring additional HR practices and mediators in different educational contexts to develop HR strategies that improve employee performance.

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