Leader Demographics, Perceptions of HRM Practices, and Employee Job Performance
A Conceptual Model Examining the Moderating Role of Work Interruption
Keywords:
Leader Demographics, Perceived Human Resource Management Practices, Work Interruption, Employee Job PerformanceAbstract
This paper aims to propose a conceptual framework that examines the relationships among leader demographics (gender, age, and tenure), perceived human resource management (HRM) practices (ability, motivation, and opportunity), and job performance, with work interruptions (self-interruption and external interruption) acting as a moderating factor. Leader demographics are considered important because they can influence employees’ efficiency and effectiveness at work, especially when combined with the impact of perceived HRM practices. At the same time, employees frequently face interruptions that affect their job performance. This study seeks to provide new insights by exploring work interruption as a moderator between perceived HRM practices and job performance. The literature review highlights two areas that have been underexplored: the influence of leader demographics on perceived HRM practices, and the role of work interruptions in moderating the relationship between HRM practices and job performance. These topics are particularly important for leaders responsible for managing organizational performance and outcomes. Finally, the study presents discussions and conclusions that offer guidance for future research on perceived HRM practices and the impact of work interruptions.
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