Investigating the Association Between Human Resource Management Practices and Job Autonomy on Faculty Job Performance: Evidence From UAE Higher Education Sector

Abstract

This research delves into the interplay between Human Resource Management Practices (HRMPs) and job autonomy concerning faculty job performance within private universities in the United Arab Emirates (UAE) while considering the moderating role of faculty experience. The research explores how job autonomy and supportive HRMPs enhance job performance. The primary objective is to address the research gap concerning the functional independence of HRMPs and their impact on faculty job performance within higher education, specifically focusing on institutions in the (UAE). The significance of this research lies in the pivotal role of Human Resource Management (HRM) in higher education, as HRM has evolved from simply executing decisions to shaping strategic directions, making it a crucial factor in the success of universities through HRMPs related to finding and developing teaching staff to drive educational excellence. The HRMPs under scrutiny encompass recruitment, service ending, training, performance appraisal, promotion, and compensation as a cluster. A survey collected data from 225 faculty members, and statistical analysis was conducted using SPSS and SmartPLS software. The results reached through tests show a significant and positive impact of HRMPs and job independence on faculty performance. In addition, faculty members' experience affects the relationship between HRMPs, job independence, and faculty job performance as a moderating variable. This study has tremendous implications for tertiary institutions seeking to enhance the job performance of faculty members. It provides fresh insights into higher education and the specific context of the private tertiary sector in the UAE.