An Examination of the Perceived Job Resources and Job Demands Influencing Financial Performance in an Algerian Maritime Human Resources Management
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2022
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AUTHOR-SUPPLIED ABSTRACT: Abstract Human resource is considered as the most valuable asset on any company. Research showed that the Human capital is impacting directly and indirectly the financial performance of any company. This study uses the JD-R model as a theoretical framework to identify the job demands and job resources perceived by staff on the 2021 organizational financial performance of an Algerian maritime survey company. The company is certified in quality, conformity assessment, health and safety, and environment management systems based respectively on the standards ISO 9001-2015, ISO17020-2017, ISO 45001-2018 and ISO 14001-2015. A mixed quantitative and qualitative methods have been used. The quantitative analysis used a survey on Google form that has been sent to 33 employees on three organizational levels (corporate office, regional technical offices and operational zones), the qualitative method was conducted through two phases, 1) Analysis of company secondary financial data and 2) thematic analysis of an open ended questionnaire that have been answered by 61% of corporate staff (N=11). Quantitative analysis through the R program and the thematic analysis have identified the following job resources: 1) role clarity, 2) job feedback, 3) good relationships with colleagues and managers and 4) involvement in the organization. However the qualitative analysis highlighted resources that have been rejected by the quantitative analysis such as 1) job variety, 2) implementation of health and safety measures, 3) learning opportunities, 4) performance feedback, 5) participation in decision making and 6) detachment from work. The qualitative analysis highlighted the importance of personal resources such as stress self- management capabilities to cope with potential stress related to the identified high job demands such as 1) pace and amount of work, 2) mental load, 3) access to information and 4) external audits. This case study supported five propositions of the JD-R model which are 1) high job resources lead to employee engagement, 2) high job resources and personal resources buffer high job demands impacts and lead to increase engagement and decrease stress, 3) high job demands perceived to be challenging and contributed to motivation and engagement, 4) high engagement level lead to decrease turnover intention and 5) engaged employees contribution to company performance through the increase of profit and decrease of cost. Keywords: job demands, job resources, financial performance, maritime shipment industry, port industry in Algeria, quality management system