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Examining The Relationship Between Hrm Practices, Organizational Justice, Transformational Leadership, And Job Performance Of Administrative Staff In “Double First Class” Universities In Sichuan, China: The Moderating Role Of Organizational Identification

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dc.contributor.authorMou, Lin
dc.date.accessioned2026-07-23T03:09:33Z
dc.date.available2026-07-23T03:09:33Z
dc.date.issued2025-08
dc.description.abstractAs China’s higher education sector expands, operational-level administrative staff face increasing workloads, evolving job expectations, and immense pressure. Ensuring their effectiveness is crucial for institutional efficiency, yet research on their performance remains limited. This study, based on social exchange theory (SET) and social identity theory (SIT), explores how HRM practices, organizational justice, and transformational leadership influence job performance, with organizational identification as a moderator.
dc.identifier.urihttps://erepo.usm.my/handle/123456789/24761
dc.language.isoen
dc.subjectExamining The Relationship Between Hrm Practices
dc.subjectOrganizational Justice
dc.subjectTransformational Leadership
dc.subjectAnd Job Performance Of Administrative Staff In “Double First Class” Universities
dc.subjectSichuan
dc.subjectChina
dc.subjectThe Moderating Role Of Organizational Identification
dc.titleExamining The Relationship Between Hrm Practices, Organizational Justice, Transformational Leadership, And Job Performance Of Administrative Staff In “Double First Class” Universities In Sichuan, China: The Moderating Role Of Organizational Identification
dc.typeResource Types::text::thesis::doctoral thesis
dspace.entity.typePublication
oairecerif.author.affiliationUniversiti Sains Malaysia
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