Impact of human resource management processes on employees' performance: A study on humanitarian organizations

The study examined the impact of human resources processes on employees' performance in non-governmental organizations in the city of Gaziantep. The dimensions of the human resources management processes (independent variables) were: job analysis, job design, job security, job succession planning, job satisfaction. While the dependent variable was job performance. 12 non-governmental organizations in Gaziantep were selected by the criteria of having HR departments that apply HR systems and processes with the approximate number of 50 employees per organization. Out of these 12 NGOs, 122 employees completed the surveys. Electronic – and paper survey – were administered through links which were sent to human resources' managers at those organizations by email and other social media programs, in addition to the visits which were conducted. As a result, the depended variable of job performance of employees was predicted by the (HRM) processes, where the most predictor variable was job satisfaction. In this context, the study was of very few studies which examined the relationship between different human resources management processes and employees job performance in NGOs based in Gaziantep. Key words: Human Resource Management (HRM), NGOs, Job analysis, Job Design, Job Security, Job Succession planning, Job satisfaction, Job performance.