International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
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 Volume 8, Issue 1 (January 2021), Pages: 50-57

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 Original Research Paper

 Title: The impact of human resource development (HRD) practices on job satisfaction and intent to leave: Moderating role of perception of organizational politics (POP)

 Author(s): Saqib Rehman 1, *, Aman Ullah 2, Muhammad Ali Hamza 3

 Affiliation(s):

 1Department of Management Sciences, Lahore College for Women University (LCWU), Lahore, Pakistan
 2Acknowledge Education (Higher Education Institution), Melbourne VIC 3000, Australia
 3Department of Economics and Business Management, University of Veterinary and Animal Sciences (UVAS), Lahore, Pakistan

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 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0001-6307-7978

 Digital Object Identifier: 

 https://doi.org/10.21833/ijaas.2021.01.007

 Abstract:

This study uses a framework of social exchange theory and attempts to better understand the impact of human resource development (HRD) practices on job satisfaction and intent to leave. Furthermore, the perception of organizational politics (POP) is explored as a moderator between the relationships of HRD practices with employees’ job satisfaction and intent to leave. In earlier studies, the impact of HRD practices has been observed on employees’ job satisfaction and intent to leave, but this study extends the body of knowledge by empirically investigating the moderating role of POP on the relationship between HRD practices, job satisfaction, and intent to leave. Primary data from 40 respondents working in public sector departments are collected through a survey questionnaire. Results show that HRD practices have a significant impact on job satisfaction and intent to leave with the moderating effect of perception of organizational politics. This study can have a sizeable role in the current knowledge domain and may be helpful for organizations in formulating human resource management functions in the departments of the government of Punjab. As a future direction, this study may be moved further throughout Pakistan in the private sector with a larger sample size. 

 © 2020 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords: HRD practices, Job satisfaction, Intent to leave, Perception of organizational politics

 Article History: Received 2 June 2020, Received in revised form 24 August 2020, Accepted 26 August 2020

 Acknowledgment:

No Acknowledgment.

 Compliance with ethical standards

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

  Rehman S, Ullah A, and Hamza MA (2021). The impact of human resource development (HRD) practices on job satisfaction and intent to leave: Moderating role of perception of organizational politics (POP). International Journal of Advanced and Applied Sciences, 8(1): 50-57

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 Figures

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 Tables

 Table 1 Table 2 Table 3 Table 4 Table 5

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