Hard and Soft Human Resource Management Compensation Practices on Employee Job Satisfaction

Abstract

This study applied a theoretical framework based on expectancy and
discrepancy theories to examine how Human Resource Compensation
function, practiced through the Hard and Soft management variants,
might influence employee Job Satisfaction. Samples of 299 employees
from private work organisations in Tanzania were studied. The
relationship between the Human Resource Compensation function
through the Hard and Soft management variants were analysed by
using Structural Equation Modelling with AMOS version 7.0. It was
concluded that the Soft Human Resource Management (HRM)
Compensation practice has a positive relationship with employee Job
Satisfaction attitude and the Hard HRM Compensation practice has
a negative relationship with employee Job Satisfaction attitude.