The Impact of HR Practices on Supply Chain Performance

This research study examines the impact of HR practices on the supply chain performance of Majan Electricity Company. It includes a literature review, research methodology, data analysis, and interpretation, as well as findings, conclusions, and recommendations.

Running Head- The impact of HR practices on Supply Chain Performance of the organization
(UNDER THE SUPERVISION OF MINISTRY OF HIGHER EDUCATION IN OMAN AND IN
ACADEMIC AFFILIATION WITH ‘CALIFORNIA STATE UNIVERSITY, NORTHRIDGE’-
U.S.A)
Department of Business Administration and Accounting
MGT402
Graduation Project
Academic Year: 2018-2019
Semester: 1st
Topic
A case study of Majan Electricity Company(Head Office-Sohar)
Submitted by:
No ID no Name
1 201401664 Khadija Rashid AL-Maktoumi
For the partial fulfillment of Bachelor Degree in Human Recourses Development
Supervised By: Dr.Haidhar Abbas
Date of Submission:
ACKNOWLEDGEMENT

DECLARATION
I hereby declare that all the information furnished in this file for the research purpose is done by
me. There is no concealing of ideas and thoughts from other research works. In addition to this,
the due credit is given to other authors whose findings have been included in the study.

ABSTRACT
The dissertation on the topic of role of human resources management in logistics sector is
presented in this paper. The first chapter identifies the problem statement. It has a number of
definitions and a brief introduction is provided. The second chapter is of literature review in
which the primary and secondary sources are explored to have valuable insight over the topic. In
the second chapter, various studies are provided which cover the topic in-depth. Then, in the
third chapter, research methodology is written. The sample population is identified; qualitative
and quantitative approaches are considered and presented in detail.
The data gathered from the study is analyzed and interpreted in the next chapter. The data
gathered presents the picture of study in the form of tables and figures. Where needed, tables and
figures are provided. After this, the last chapter of conclusion and recommendation is written in
the paper. Recommendations are provided along with limitations of the study. In the end suitable
conclusion is drawn.

Table of contents
List of Tables and/or List of Figures.............................................................................................11
Chapter I........................................................................................................................................12
Introduction....................................................................................................................................12
1.1 statement of the problem......................................................................................................14
Purpose of the study...................................................................................................................14
The significance of the study.....................................................................................................14
Definition of terms.....................................................................................................................15
Chapter II.......................................................................................................................................15
A review of the literature:..............................................................................................................15
2.1 Introduction..........................................................................................................................16
2.2 Overview..............................................................................................................................16
2.3 Theories related to human resources practices and supply chain performance...................19
2.4 Literature review gap...........................................................................................................21
2.5 scope of the study.................................................................................................................21
Introduction................................................................................................................................23
Study #1: Exploring the role of HR practices in the supply chain.............................................23
Study #2: The Impact of HRM Practices on Supply Chain Management Success in SME.....24
Study #3: Human resource practices, supply chain performance, and wellbeing....................25
Study #4: Supply chain management and suppliers' HRM practice........................................25

Study #5: Impact of human resources on supply chain management and performance..........26
Study #6: Human Performance in Supply Chain Management...............................................27
Study #7: Human Resource Management and Supply Chain Management Intersection........28
Study #8: Human Resource Management Policies and Supply Chain Management in Apparel
Industry in Delhi /NCR..............................................................................................................29
Study #9: Influence of human capital on healthcare agility and healthcare supply chain
performance...............................................................................................................................30
Study #10: Supply Chain Management: Success factors from the Malaysian manufacturer’s
perspective.................................................................................................................................31
Study #11: IMPACT OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES ON
EMPLOYEE PERFORMANCE (A case of Telekom Malaysia)..............................................32
Study #12: Exploring the importance of human resource activities-strategies alignments:
Interactive brainstorming groups approach................................................................................32
Study #13: Performance perceptions among food supply chain members: A triadic assessment
of the influence of supply chain relationship quality on supply chain performance.....................34
Study #14: The impact of innovativeness on supply chain performance: is supply chain
integration a missing link?.............................................................................................................35
Study #15: An empirical analysis of supply and manufacturing risk and business performance: a
Chinese manufacturing supply chain perspective..........................................................................35
Study #16: Interdependent supply relationships as institutions: the role of HR practices............36

Study #17: Measuring supply chain knowledge management (SCKM) performance based on
double/triple loop learning principle.............................................................................................37
Study #18: A framework of supply chain orientation...................................................................37
Study #19: Supply chain integration and efficiency performance: a study on the interactions
between customer and supplier integration...................................................................................38
Study #20: The effect of supply chain management practices on supply chain and manufacturing
firms’ performance........................................................................................................................39
Study # 21: The effect of high-involvement human resource management practices on supply
chain integration............................................................................................................................39
Study22: Human resource management issues in supply chain management research: A
systematic literature review from 1998 to 2014............................................................................40
Study 23: Humanitarian supply chain performance management: a systematic literature review 40
Study 24: Research on the phenomenon of supply chain resilience: A systematic review and
paths for further investigation........................................................................................................41
Study 25: Impact of human resources on supply chain management and performance................42
Study 26: Measuring and managing the sustainability performance of supply chains: Review and
sustainability supply chain management framework.....................................................................43
Study 27: Knowledge management, supply chain technologies, and firm performance...............43
Study 28: Leveraging human resource development expertise to improve supply chain managers
' skills and competencies................................................................................................................44

Study 29: Identifying the drivers of enterprise resource planning and assessing its impacts on
supply chain performances............................................................................................................45
Study 30: Business excellence through total supply chain quality management..........................46
Chapter3 Research Methodology..................................................................................................48
3.1 Introduction..........................................................................................................................48
3.2 Research Questions..............................................................................................................48
3.3 Objectives and Hypotheses..................................................................................................49
3.4 Research Design...................................................................................................................49
3.5 Sampling Procedure.............................................................................................................50
3.6 Tools and Techniques used for Data Analysis.....................................................................50
Chapter 4 Data Analysis and Interpretation...................................................................................53
4.1 Introduction..........................................................................................................................53
4.2 Data Analysis and Interpretation..........................................................................................54
4.3. Summary of Results............................................................................................................56
Chapter 5 Findings, Conclusions and Recommendations.............................................................70
5.1 Major Findings of the study.................................................................................................70
5.2 Conclusion...........................................................................................................................70
5.3 Key Recommendations........................................................................................................71
5.4 Implications of the study......................................................................................................71
5.5 Limitation of the study and scope for future research.........................................................71

References......................................................................................................................................72

List of Tables and/or List of Figures
Table1. 1 Reliability statistics for the Supply Chain Management Practices................................58
Table1. 2 Reliability statistics for the Human Recourses Management practices.........................59
Table1. 3 Reliability statistics for the Supply Chain Performance................................................59
Table1. 4 Reliability statistics for the Supply Chain Management Practices................................59
Table1. 5 Reliability statistics for the Human Recourses Management practices.........................60
Table1. 6 Reliability statistics for the Supply Chain Performance................................................60
Table1. 7 Descriptive statistics for the working experience..........................................................61
Table1. 8 Descriptive statistics of main variables.........................................................................62
Table1. 9: Descriptive statistics of Supply Chain Management Practices....................................63
Table1. 10: Descriptive statistics Human Recourses Management practices................................64
Table1. 11: Descriptive statistics for the supply chain performance.............................................66
Table1. 12 Correlations.................................................................................................................67
Table1. 13: Model Summary.........................................................................................................68
Table1. 14: ANOVAa.....................................................................................................................69
List of figures
Figure4. 1 Results of questionnaire and survey conducted...........................................................57
Figure4. 2 Frequency distribution of participants based on gender...............................................61

Chapter I
Introduction
This research study is emphasized on the HR practices of the Majan Electricity Company
(MJEC) impacts supply chain network and distribution of services.
Majan Electricity Company SAOC is a closely held Omani Joint stock company registered under
the Commercial Companies Law of Oman. The establishment and operations of the Company
are governed by the provisions of the Law for the Regulation and Privatization of the Electricity
and Related Water Sector (the Sector Law) promulgated by Royal Decree 78/2004 as amended.
The Company is primarily undertaking regulated distribution and supply of electricity in the
North Batinah Governorate, Al Dhahirah Governorate and the Buraimi Governorate of the
Sultanate of Oman under a licence issued by the Authority for Electricity Regulation, Oman.
The Company commenced its operations on 1 May 2005 (the Transfer Date) following the
implementation of a decision of the Ministry of National Economy (the Transfer Scheme) issued
pursuant to Royal Decree 78/2004. (Majan Electricity Company, 2017).
In this research report, certain chapters are considered named introduction, literature review,
research methodology, findings and conclusion and recommendations. The introduction section
supports to comprehend many essential elements named statement of the problem, Purpose of the
study, Significance of the study, Definition of terms. It could be effective for gaining knowledge
towards the research matter. Further, the literature review section supports to gain a conceptual
understanding in the context of the current issue. The research methodology is the third chapter
which explains about the method of research adopted. The research questions are listed along
with objectives and hypothesis. Then, research design is explained and sample population is
described. At the end of the chapter tools and techniques used in the process are explained. Then,

there is data analysis and interpretation chapter which demonstrate a result that could be
associated with current research issue. Introduction is provided in the beginning of chapter and
data analysis and interpretation is done. After this, the summary of findings is explained in
concised language. In the last, suitable recommendations are made and suitable conclusion is
drawn.
1.1 statement of the problem
The problem of the study undertaken is related to existing supply chain performance associated
barriers and issues that hinder the supply chain performance.
Purpose of the study
The purpose of the study is to know how the HR practices of the said organization impact the
supply chain network and distribution of products and services.
The significance of the study
The chosen topic HR practices and its impact of supply chain network provide greater insights
regarding how to build the HR activities to promote an efficient supply chain network.
Consideration towards efficient HR practices enhances the productivity and profitability of any
organization. Efficient HR practices support business goals and enhance the competitiveness of
the company. HR practices can increase the customers satisfaction, builds a favorable image of
the company, determines the human resource needs, attracts potential employees, rewards
employees properly, creates a positive work environment, brings in creativity and innovation etc.
(Noe, Hollenbeck, Gerhart, & Wright, 2006) therefore, the chosen topic has become relevant to
analyse.

Definition of terms
The HR practices refer to those practices pertaining to recruitment and selection of employees,
their career advancement, compensation, training, and development. Supply chain refers to
existing supply performance refers to extended activities of a supply chain to fulfill the
customers’ requirements and it includes on-time delivery, product availability, necessary
inventory and capacity in a supply chain to function in a responsive manner (“Supply chain
performance measures,” 2018)

Chapter II
A review of the literature:
To evaluate the impact of HR practices on Supply Chain Performance
2.1 Introduction
The literature review section is imperative for research scholar to gain an understanding about
the research issue. Moreover, it is evaluated that there are many sources that are practiced by the
investigator to create a literature review named books, online sources, online sources, and
academic journal. It could be imperative for accomplishment for the research task. This research
is emphasized on identifying HR practices impact on the supply chain performance.
2.2 Overview
The historical background of the supply chain performance management has been started some
25 years ago when the integration of supply chain term has been coined by Stevens. At that time,
the supply chain management was still in its infancy stage but now the supply chain management
has been considered to be managed at strategic, tactical and operation levels. The supply chain
has later been extended to the network of suppliers and customers. Thus, an integration of supply
chain network has become an indispensable factor and therefore, HR role in enhancing the
performance of the supply chain has become more crucial than before. Historical background
study of supply chain familiarises with its efforts towards the growth of supply chain network
and low-cost sourcing of products and services (Fredriksson & Johnson, 2009). Now the advent
of mature supply chain strategies focusing on sustainable practices and environmental concerns
are considered by the HR professional and supply chain employees and stakeholders (Pagell &
Wu, 2009). Thus, it has increased the SCM importance in the organization and it has become a
driver of business performance of any company (Johnson & Templar, 2011). Demand-driven

strategy of supply chain leading to improved performance of the company (Ellinger & Ellinger,
2012) is now considered by the management of organizations. It is also identified that even
though research confirmed regarding supply chain integration benefits, (Posthuma, Campion,
Masimova & Campion, 2013), and its relevance to an organization success, there is an ambiguity
looms large regarding constitution of a supply chain integration. The analysis reveals that the
supply chain has a strategic relevance to cost saving for a company as 75 percent of the cost of
the product is external (Seo, Dinwoodie & Kwak, 2014). Cost advantages and differentiation are
two major strategies to gain competitiveness and win business. Therefore, the cost advantage
offered by supply chain has been a major benefit for any organization.
Considering all these development in supply chain management area, now the focus is shifted to
critical success factors for supply chain performance to understand the role of human resources
practices. It is found that top management commitment, skills of consultants, teams, and
compatibility with the legacy system are critical success factors. For transport enhancement,
skilled employees are needed (Nguyen, 2017). Decentralized task management is also required
as a critical success factor (Thedeal & Kennedy, 1982). For the green supply chain,
collaboration, mutual trust, greater planning are required (Northouse, 2015). For logistics
function outsourcing, communication, setting standards, human factors are found important. To
benchmark the logistics performance, reliability factor is needed. For supply chain performance,
the role of corporate culture and performance management are needed (Tan, Kannan, Handfield
& Ghosh, 1999)
These factors require HR practices to be congruent to the needs of supply chain performance and
therefore, HR function such as communication, leadership promotion, training and development
of employees, ethical values promotion, collaboration initiatives amongst different stakeholders,

compensation, security of employees, career advancement to retain the best talent in supply
chain department have become crucial to supply chain performance (Swart & Chen, 2012).
2.3 Theories related to human resources practices and supply chain performance
The theories of leadership and motivation, the theory of stakeholder theories of sustainable
development for green supply chain are found important for the supply chain performance
management (Mello,2015). The theories such as transactional and transformational leadership,
the theory of Herzberg, equity theory are important for the topic because HR practice those
impact the supply chain performance require communication, compensation, fair performance
appraisal and therefore, these theories have become relevant to consider (Mandal, 2018). Two-
factor theory of Herzberg considers motivators and hygienic factors. Supply chain performance
can be positively affected when people working in supply chain network have good pay,
security, safe environment, career advancement, rewards, and recognition; therefore, HR people
are needed to practice Herzberg two factor theories in the organization. The HR practices should
also introduce from the top great leaders who are able to manage the organizational resources
efficiently and lead the team well. As HR people provide training and development opportunities
to employees, people working in the supply chain and having traits of transformational,
transactional leaders certainly enhance the supply chain performance (Kooij et al, 2013).
Stakeholder’s theory requires considering the needs of every stakeholder and as the supply chain
management requires integration of suppliers and customers, HR practices should reflect
promotion of stakeholder theory by promoting participative management and effective
collaboration by the assistance of top management.

2.4 Literature review gap
The literature review provides insights about integrated supply chain management and green
supply chain and therefore, the performance of the supply chain is oriented towards achieving
integrated supply chain and green supply chain. In this regard, the role of HR function has been
found critical to developing requisite skills sets amongst supply chain professionals to deal with
issues of supply chain management (Jerome, 2013). It suggests that the critical success factors
for a supply chain are the leadership of top management, their commitment, communication, the
role of corporate culture, human skills are important and as the HR practices shape
communication, corporate culture, and human skills, the impact of HR practices on supply chain
performance is evident (Thoo, Huam, Yusoff, rasli & Hamid, 2011).
2.5 scope of the study
The study provides an insight of relevant role of the HR function to enhance the performance of
contemporary supply chain and provides guidelines regarding how HR functions can be
improved and oriented towards the needs of enhancing supply chain performance (Kehoe &
wright,2013).
In this paper literature review has been written. This paper will highlight the impact of human
resource practices on the supply chain performance of the organization. In order to complete this
paper, 30 research articles have been selected that are discussed as below:
Study #1: Exploring the role of HR practices in the supply chain
The study by Prachi et al (2012) examined the role of HR practices in the supply chain. The
research in the research paper mentioned that HR plays an important role in making the supply
chain efficiencies. A sample selected for the study is 60 automobile components manufacturing
company. The researcher used a random sampling method. The sampling element is

manufacturing companies operating within the territory of India. Through questionnaire and
personal interview, data were collected. No pilot survey was undertaken. The main objectives of
the study are to analyze the importance of human resource practices in achieving a high level of
the supply chain (Pandey, Bhattacharya & Kaur, 2012). Tools used to conduct this study is a
questionnaire and personal observation. The collected data has been analyzed through excel.
Regression analysis has been used by the researcher. The major findings of the research is that
information sharing has a significant impact on the supply chain and this can be done through
HR in an effective manner (Wilton,2013).
Study #2: The Impact of HRM Practices on Supply Chain Management Success in SME
Khan and his associate (2013). The researcher highlighted in his research work that HRM
practices put a positive impact on the performance of the supply chain management in an
organization. A structured questionnaire was used to survey a sample of 195 manufacturing and
services sectors SME. The sampling elements are service and manufacture company. The data
were collected through the questionnaire. The main objectives of the study are to determine the
relationship between HR and supply chain management. The Pearson's correlation and multiple
regression were employed to examine the relationship between HR practices and supply chain
management (Khan,Taha, Ghouri, Khan & Kan, 2013). The major findings of the study are that
SME performed the moderate level of HRM and SCM practices and there is a correlation
between HRM practices that proactively contributes to supply chain success.
Study #3: Human resource practices, supply chain performance, and wellbeing
Meon (2012) did a research to evaluate the HR practices in making the supply chain
management efficient in School of Applied Psychology in the USA. Data was collected using a

sample size of 228 supply chain professional. The researcher used the Delphi method in a way to
reach on the particular research findings. The regression analysis has been conducted.
The main objectives of this research paper are The researcher used observational as well as
regression analysis to find the actual findings. The major finding is that the successes of the
supply chain management highly depends upon the HR effectiveness.
Study #4: Supply chain management and suppliers' HRM practice
This paper is been written by Rozhan and Rohayul in the year 2008. The researchers in this
research report mentioned about the effectiveness of the Supply chain management through
proper and effective HR practices in an organization. The sample size is seven companies. The
structured interview has been conducted. The researchers used excel and observation method to
arrive at finding and conclusion. The major findings of this research are that successful supplier-
customer relationship is dependent on the suppliers developing specific HRM practices that will
enable them to fulfill customer's requirements (Othman & Ghani, 2008).
Study #5: Impact of human resources on supply chain management and performance
This paper is written by Gómez et al., 2015. The researcher in the research study mentioned that
there is a huge positive impact of sound HR practice over the supply chain management. The
main objective of this research paper is to determine the impact of human resource management
(HRM) has an impact on supply chain management (SCM), which in turn has a significant
impact on customer satisfaction (Gómez-Cedeno, Castan-farrero, Guitart-Tarres 2015). The
researcher has formulated a Hypothesis and the hypothesis has been proved using the partial least
squares. Beside this structured model of HRM has been analyzed to conclude the research. The
major findings of this research report are HRM had significant direct and indirect impacts on

SCMO, and SCMI, which in turn played a mediating role in the relationships between HRM and
SCMO.
Study #6: Human Performance in Supply Chain Management
This paper is been written by the Swart & Chen (2012). In this paper, the researcher highlighted
that Human performance impacts the supply chain of an organization. The main objectives of
this research paper are to determine the influence of human performance on the supply chain.
The researcher did not use any sample size as the study is based on secondary data. The
researcher used resources based view to concluding the research. The major findings of this
research report are that if HR is effective then it will lead to having sound supply chain
management.
Study #7: Human Resource Management and Supply Chain Management Intersection
The research paper is also not an empirical research paper. Therefore, there is no sample related
information, including sample size, how it was determined, sampling elements, data collection
method, data analysis tool, and pilot survey. The objective of the study was to establish the role
of organizational behavior and human resource in the supply chain (Bharthvajan, 2014). The
study focuses on staffing functions, evaluation, training, and compensation (Bharthvajan, 2014).
The findings of the research are that supply chain employees require specific competencies,
which are strong communication skills, fast learning, and understanding of technological
techniques, strong collaboration skills, team management, flexibility, problem-solving skills, and
analytical skills (Bharthvajan, 2014). These competencies can best be impacted through human
resource practices.

Study #8: Human Resource Management Policies and Supply Chain Management in
Apparel Industry in Delhi /NCR
A sample size of 35 from export houses in Apparel Industry in Delhi/NCR was examined by
(Mittar & Deep, 2015). It was determined by sending out questionnaires to houses that met
certain criteria. The returned questionnaires automatically became the sample size. The sampling
elements were export houses in Delhi or NCR with over 50 turnover rates. The sampling method
used was a random sampling technique. There were two data collection methods: primary and
secondary. Primary data was collected through questionnaires while secondary data was
extracted from research papers. There was no pilot survey conducted. Percentage method was the
tool used for analysis. The research objective was to establish the consequence of human
resource practices on garment manufacturing firms’ supply chain management. The findings of
the study are that organizational culture affects the integration of supply chain and HRM
practices can have both positive and negative effects on supply chain integration.
Study #9: Influence of human capital on healthcare agility and healthcare supply chain
performance
Mandal (2018) did a research to develop agility in health care through human capital, which
involves innovation in generating ideas and specialized expertise of the employees. The
research used two analysis tools, which are structural equation modeling and confirmatory
factor analysis. The sample size used in this research paper was 212. The determination
criteria for this sample was senior managers in hospitals selected randomly. Therefore, a
random sampling method was used to choose the hospitals. The main data collection method
employed was the primary data collection because all the data was collected through face-
to-face interviews with all the 212 senior managers (Mandal, 2018). There is no mention of

a pilot survey in the research paper. Therefore, a pilot survey was not conducted. The
objective of the research was. The major findings of the research indicate that human capital
influences supply chain and agility in health care. Increased supply chain performance was
also found to enhance agility.
Study #10: Supply Chain Management: Success factors from the Malaysian
manufacturer’s perspective
Chin et al. (2011) did a research on the most important and critical factors that affect supply
chain performance and found that there was a strong relationship existent between a
relationship with customer and supplier, ICT, material flow management, performance
measurement and supply chain management performance except corporate culture. Data
were collected from 84 staff from (purchasing, planning, logistics, and operation)
departments. Pearson correlation, regression, reliability analysis, and descriptive analysis’s
were used to test the hypothesis. There is no mention of a pilot survey in the research paper.
Study #11: IMPACT OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES
ON EMPLOYEE PERFORMANCE (A case of Telekom Malaysia)
A research conducted to examine the impact of HR practices (Training, Compensation and
employee participation) on employee performance. The sample size used in this research
paper was 102 employees and were selected randomly. Hypotheses were tested through
Regression Analysis The objective of this research was to find out the effect of independent
variables on employee performance. And the major finding was a significant relationship
and impact of training and compensation plans on employee performance whereas employee
participation had less impact on employee performance.

Study #12: Exploring the importance of human resource activities-strategies alignments:
Interactive brainstorming groups approach
Oppong (2017) did a research to analyze some of the HR activities and a set of HR
strategies and to examine the possibility of aligning the various HR activities appropriately
with the HR strategies to develop the work process of the HR department. The researcher
did his research through interactive brainstorming groups approach and sampling elements
were 21 MBA/MPhil students of the Department of Management Studies of the University
of Cape Coast, Ghana he divided them into 3 groups to conduct an open discussion and
identify some new ideas on HR activities and their strategic linkages and he guided and
provided them with the needed materials. Observational and regression were used to test the
hypotheses. Some critical HR activities and its link to enhance the work process of the HR
department were identified by them.
The study has succeeded in identifying HR strategies and activities and how they linked to
enhancing the work of the HR department. As the study is limited to the strategic
implications of HR activities but not extended to the broader corporate strategy, the authors
suggest a further study on how the HR strategies-HR activities linkages impact on the
overall strategies of the organization. The researcher also recommended expanding the study
to the overall strategy of the organization.
Study #13: Performance perceptions among food supply chain members: A triadic
assessment of the influence of supply chain relationship quality
on supply chain performance
Odongo, Dora, Molnar, Ongeng & gellynck (2016) has conducted a research on the performance
perceptions among food supply chain members. The purpose of this paper is to address how

supply chain performance is attracted by RQ in the triadic business. Moreover, the survey is
conducted on 150 agribusiness firms on 50 direct supply chains professionals. Multi-group
structural equations modeling was practiced by the researcher to evaluate perception differences
on supply chain process. Findings demonstrated that there is a positive relationship among
positive perception and supply chain performance.
Study #14: The impact of innovativeness on supply chain performance: is supply chain
integration a missing link?
It focuses on exploring the impact of innovativeness on supply chain performance. It can be
integrated via conceptual structure and validating the structure empirically to develop the
proposed associations. The survey thorough questionnaire method is practiced by the researcher
to conduct this research and meet the aim and objectives. Moreover, data from South Korean
manufacturers manufacturing company by considering Structural equation modeling method.
The researcher has used a web-based questionnaire survey to conduct the research. The findings
demonstrated that innovativeness in the supply chain directly impacts positive impact on both
SCI and SCP.
Study #15: An empirical analysis of supply and manufacturing risk and business
performance: a Chinese manufacturing supply chain perspective
Kumar et al. (2018) define that the aim of the investigation is to identify the significance and
impact of manufacturing and supply risk management upon business performance within the
context of Chinese manufacturing supply chains. Two-phased multi-method was implemented
that involves a survey questionnaire to experts in Chinese manufacturing supply chain. This is
followed by semi-structured interviews. The result demonstrates that in Chinese manufacturing

context manufacturing and supply risk as well as manufacturing risk management is significant
for improving the business.
Study #16: Interdependent supply relationships as institutions: the role of HR practices
Koulikoff‐Souviron and Harrison (2008) stated that the main aim of this research is to use
institutional theory to assess the role of human resource practices as carriers in the origination of
interdependent supply associations. It is a qualitative study of inter-firm supply association in
which two partners were reliant as a consequence of closed loop supply association. This paper
depicts the Scott's “three pillars where it indicates that HR practices can perform as a shipper of
normative, regulative as well as cultural cognitive factors in interdependent supply association
via both informal and formal systems.
Study #17: Measuring supply chain knowledge management (SCKM) performance based
on double/triple loop learning principle
Ramish and Aslam (2016) demonstrated that the aim of this research is to suggest performance
measures related to supply chain knowledge management performance. It is a theoretical
investigation. Furthermore, the dimension of performance has been determined as per the
inclusive access of literature review in the area of SCKM. This investigation relies on the
philosophies of tripe and double loop learning hence performance measure has been addressed to
measure the achievement of KM activities in SCs. Along with this, philosophies of double as
well as triple loop learning has been practiced to recommend the KPI’s for SCKM performance.
Furthermore, this research discusses the relevance an justification of these KPI’s.

Study #18: A framework of supply chain orientation
Esper, Clifford & Mentzer (2010) evaluated that the purpose of this research is to combine
previous investigations and further create the structural section of SCO such as involving the
field of human resource, organizational measurement, organizational design, and information
technology. A literature review is practiced for addressing the previous studies of SCO as well as
demonstrates the structure to more absolutely assess these aspects. Furthermore, SCO cannot be
comprehended without involving both an internal structural factor of firm an strategic purpose of
the firm to compete through supply chain competencies.
Study #19: Supply chain integration and efficiency performance: a study on the
interactions between customer and supplier integration
Danese and Romano (2011) have conducted a study on assessing the role of customer integration
on efficiency, and the moderating role of supplier integration. This investigation assesses the
information from a sample of 200 plants of manufacturing. Two hypotheses were tested via
using hierarchical regression assessment. In addition, consumers are suppliers integration
constructs involve item associated with the certain concept of integration.
Study #20: The effect of supply chain management practices on supply chain and
manufacturing firms’ performance
Al-Shboul, Barber, Ganza-Reyes, Kumar & Abdi (2017) the main purpose of this research is to
develop theories and dimensions for improving the performance of the supply chain. The data
were collected by considering survey through questionnaire method on 249 Jordanian
manufacturing firms. The findings of this study demonstrated that SCMPs has a favorable impact
on SCP. It is also found that there is a positive relationship between SCMPs and MFP.

Study # 21: The effect of high-involvement human resource management practices on
supply chain integration
Huo, Han, Chen & Zhao (2015) evaluated that the main purpose of this research is to integrate
the aspects from supply chain management fields and human resource management fields by
focusing on interdisciplinary strategy. It also identifies the impact of high involvement activities
of HRM on SCI (supply chain integration). The author stated the maximum-likelihood
estimation method and structural equation modeling in order to measure the proposed links. The
findings show that HRM has relevancy with the supply chain integration. But, several suggested
links are not sustained by data gathered.
Study22: Human resource management issues in supply chain management research: A
systematic literature review from 1998 to 2014
Hohenstein, Feisel & Hartmann (2014) depicted that the main purpose of this research is to
evaluate the human resources management and supply chain management problems. This
research relies on secondary data collection method hence the theoretical data has collected in
the favor of specified research matter. Moreover, secondary research supports to theoretically
evaluate the specified matter. The findings of this article depicted that research scholar has
primarily concentrated on the popular concern of the HRM and SCM.
Study 23: Humanitarian supply chain performance management: a systematic literature
review
Abidi, Leeuw & Klumpp (2014) illustrated that the main purpose of this study is to examine the
humanitarian supply chain performance management: a systematic literature review. This
research is based on the secondary data collection method that depicted the research of another

researcher. This research basically demonstrates certain factors named evaluation of
humanitarian supply chains success, managing performance, and performance management
challenge. The findings were demonstrated that supply chain management is directly influenced
by the humanitarian nature of the human resources manager. Hence it can be said that this
research supports the community of humanitarian to perform future research in the same area and
to create the framework of performance measurement.
Study 24: Research on the phenomenon of supply chain resilience: A systematic review and
paths for further investigation
Hohenstein, Feisel, Hartmann & Giunipero (2015) addressed that this research is emphasized on
the phenomenon of supply chain resilience: A systematic review and paths for further
investigation. These research consider the secondary data collection method that means the
research data is collected by available resources. The literature review method is used by the
researcher to comprehend the research matter. These findings demonstrated that this research has
needed to comprehend the SCRES and modern technology to evaluate the performance of the
organization. It is also addressed that most of the researcher has used the qualitative method
hence they were failed to measure the SCRES performance. It becomes a major concern for
the firm.
Study 25: Impact of human resources on supply chain management and performance
Gómez-Cedeño , Castan-Ferrero, Guitart-Tarres & Matute-Valleja (2015) explored the study as
it is based on the Impact of human resources on supply chain management and performance. It
also demonstrates the role of HR in certain sectors named organizational performance, and
customer satisfaction. This study is exploratory in nature hence researcher has made research
hypothesis. This research was conducted on the 231 total research candidates that could be

different for others area. The findings demonstrated that Human resource practices needed to
share with the research candidates and research participants.
Study 26: Measuring and managing the sustainability performance of supply chains:
Review and sustainability supply chain management framework
Schaltegger & Burritt (2014) stated that the main purpose of this research is to measure and
manage the sustainability performance of supply chains and critically evaluate the sustainable
supply chain management framework. This research also is effective for increasing knowledge
towards the assessment of approaches for sustainability performance of supply chains. In this
research, a literature review and conceptual framework are used by the researcher to do the same
thing. From the findings, it is evaluated that analytical framework for the sustainability
performance of supply chains (SPSCs) management. The framework is practiced to measure
suitability performance that could be a major part of the study.
Study 27: Knowledge management, supply chain technologies, and firm performance
The main purpose of this paper is to address the conceptual overview of the relationship
between knowledge management, supply chain tool investment, and overall the
organizational performance. Various literature has been used by the researcher as it could be
related to the specified research issue. For conducting this research, the literature review
method has used by the researcher to comprehend the research issues and research at the
valid conclusion. Furthermore, the findings of this study depicted that many organizations
have been driven towards the new advances tool by supply chain information capturing
investments.

Study 28: Leveraging human resource development expertise to improve supply chain
managers ' skills and competencies
Ellinger & Ellinger (2014) depicted that the main purpose of this research is to determine
the Leveraging human resource development expertise to improve supply chain managers '
skills and competencies. This report also supports to create suggestions for improving
management practices. The researcher has found many kinds of literature in the favor of the
specified research matter. This study leads to comprehend how the leveraging of HR
managers could be imperative in getting the competitive benefits. From the findings, it is
evaluated that this research is conceptual in nature hence it can be illustrated that decision
towards the HR executive could influence the overall performance of the supply chain and
supports to sustain the position of the organization in the marketplace.
Study 29: Identifying the drivers of enterprise resource planning and assessing its impacts
on supply chain performances
Hwang & Min (2015) depicted that the main purpose of this study is to determine the
enterprise resource planning drivers and evaluate their impact on the overall performance of
the supply chain. This research is relied on the contingency theory and literature review
method to critically evaluate the research matter. Moreover, the finding of this study
depicted that ERP adoption and implementation decision could directly influence the overall
situation of the firm.
Study 30: Business excellence through total supply chain quality management
Rashid & Aslam (2012) depicted that the main aim of this research is to identify how the
quality human practices could be associated with the supply chain quality management. In

this research, research scholar has practiced literature review method with respect to
understand the quality management practices in the supply chain. The findings demonstrated
most of the organization has practiced ISO 9000 standards to maintain the quality of their
products and services and sustain their poison.

Chapter3 Research Methodology
3.1 Introduction
There are qualitative as well as quantitative methods to conduct the research. Both approaches
have advantages and disadvantages (Jensen, Patel & Messersmith, 2013). Therefore, to remove
the lacunae of each approach, the mixed approach is adopted here. The research methodology is
very important to consider and find out the associated factors related to the topic. There is a need
to distinguish between the two approaches and conduct the study as per requirements. The
research methodology is considered as the backbone of the research on which whole structure of
thesis rests (Hwang & Min, 2015). The approaches for the study have been qualitative as well as
quantitative. For the qualitative purpose, the method adopted is the questionnaire and for the
quantitative purpose a survey was conducted to gather data and formulate a suitable hypothesis
based upon that. Keeping this in mind, the research methodology adopted in this paper is detailed
in the subsequent sections.
3.2 Research Questions
The questions asked in the questionnaire are described as follows:
a) Is there any significant role of human resource management in the logistics sector of the
organization
b) what are the possible areas where supply chain industry and strategic human resources
management inter-relate?
c) what are repercussions of human resource management on supply chain industry?
d) how the logistics sector can be made environment-friendly- in a business organization?

e) What are the possible areas of conflict in the logistics sector as far as human resource
management is concerned?
f) How the delivery of goods and services is related to the overall strategy of human resource
management?
g) How staff satisfaction in the logistics sector is related to the human resource management of
the organization?
h) Rate the importance of human resource management on the logistics sector of the supply
chain process.
3.3 Objectives and Hypotheses
Objectives of the study are as follows
• To identify the relation of human resource development with the supply chain industry
• To create a suitable research piece for future researchers
• To find the role of SHRM in the environment-friendly logistics sector
• To find the role of Human resource management in reducing the carbon footprint of the
logistics sector
Hypotheses
H0 – From Cronbach analysis, as depicted in table 1.1, the Cronbach alpha identified has value
of 0.956. It implies that internal consistency of the items explored in the study is excellent.

H1- Table 1.2 predicts the reliable statistics for human resource development. Here, the
Cronbach alpha value was found to be 0.976 which implies that internal consistency of the
dependent and independent variables is excellent.
H2- Table 1.3 presents the reliable statistics for supply chain performance. The Cronbach value
calculated is 0.950 which suggest that internal consistency of all constructs is excellent.
H3- Table 1.4 shows the reliability statistics for supply chain management practices. The
Cronbach alpha value was calculated as .953 showing different independent variables having
impact on human resource management
H4- Table 1.5 shows the numbers related to reliability statistics for human resource management
practices. The Cronbach alpha value is 0.976 which suggests the association of dependent and
independent variables
H5- table 1.6 has values related to supply chain performance. The findings found in this table
also substantiates the claim made in the study
H6- Table 1.7 shows the descriptive statistics for the working experience. The mean and median
value is calculated along with other numerical calculations. supply chain performance had the
highest score of 0.395
H7- table 1.8 depicts the relevant numerical figures of this construct. 7 items out of 26 items had
a score of 4 and above.
H8- Table 1.9 shows that MJEC offers job security which has impact on supply chain
performance and it also conducts exit interviews which identifies the satisfaction level of
employees.

H9- Table 1.10 shows the low score for inventory management and highest score for supply of
electricity on individual demand
H10- Table 1.11 depicts person correlation matrix and finds out the relationship existing between
dependent and independent variables.
H11- it can be inferred from table 1.12 that co-relation is significant at 0.01 level.
H12- lastly, the regression analysis is conducted and findings are summarized in table 1.13
H13- from table 1.14, it is found that the variable which has significant impact on supply chain
performance is the supply chain management practice
H14- The coefficient of supply chain management practices was calculated in table 1.15 and was
found to be 0.375. This suggests that if the supply chain management practices are increased by a
unit, it would lead to increase in the supply performance by 0.375
3.4 Research Design
Logistics sector has gained much importance in the 21st century. Most of the customers tend to
do shopping online because of comforts and saving of time (Huo, Han, Chen& Zhao, 2015).. The
life of individuals has become very fast which is reflected in social media trends as well. In such
a case, the supply chain industry assumes a very important role to be considered. The logistics
sector decides the pricing policy of the organization as well (Hohenstein, Feisel, Hartmann &
Giunipero, 2015). Storage and transportation cost add to the value of input cost leading to high
prices if not managed properly. In the era of globalization, no organization can lose the
competitive advantage of lower prices. Already, the cut-throat competition due to globalization
has resulted in increased bargaining powers of the customers. In addition to this, the demands of

customers are very high. So there is a need to devise a suitable policy for the supply chain
industry which has become an important sector of overall business strategy (Hohenstein, Feisel,
Hartmann, 2014).
3.5 Sampling Procedure
For the sampling purpose, the random sample survey was done and 400 individuals were
identified for qualitative as well as quantitative study. The sample was divided into the groups
having equal members each. Each group was interviewed and specific questions were asked. The
sample population was the highest authorities related to the industry. They were interviewed and
their interviews were recorded (Gomez-Cedeno, Castan-Farrero, Guitart-Tarres & Matute-
Vallejo, 2015). The statements given by them in the interviews were evaluated and considered
for the purpose of the study. In addition to this, the views of luminaries from legal and corporate
industry were interviewed. They were asked the same questions and their answers were recorded
in the form of interview excerpts. Legal luminaries and corporate giants shed valuable light on
the study by exploring the real-time issues related to logistics sector. There have been instances
when views of different individuals clashed with each other. The different views on the topic of
the role of human resource management in the supply chain industry were considered (Esper,
Clifford & Mentzer, 2010). The general idea was drawn from these interviews and the suitable
conclusion was arrived at.
For the purpose of the quantitative study, the surveys were conducted among the local employees
and customers. The questionnaire was prepared for each group leading to answers in the form of
yes or no. The questions were in the form of MCQs but in the end the sample population was

asked to rate the role of SHRM in the logistics sector. These rates were examined and inferences
were made from the gathered values.
3.6 Tools and Techniques used for Data Analysis
The two techniques are there-quantitative and qualitative. In this study, as mentioned above both
the qualitative and quantitative approaches were taken to assert the cause and find out the
reasonable solution of the problem (Ellinger & Ellinger, 2014). Both methods have their own
advantages and disadvantages. The description of these techniques is as follows:
Qualitative method-
The qualitative method is also known as an exploratory method. It aims to find out the cause of
the problem. It answers the questions presented in ‘why’. Therefore this method is chosen along
with a quantitative method so as to assert the exact cause of the problem. The qualitative method
has a flexible approach which makes it useful for the purpose of this study. Along with this, the
qualitative method has been employed to find out the possible reasons related to the problem
statement (Danese & Romano, 2011). The answers of the research questions are tried to find out
by exploring the different ideas. In addition to this, the alternative methods of transportation are
suggested which reduce the carbon footprint of the organization. The carbon footprint has
become the heated topic after Paris climate deal. Sound human resource management practices
can effectively curb the environment pollution due to transporting vehicles. Paris has climate
targets which need to be achieved by the specific period of time. There are targets for the
corporate sector as well; those targets have to be met for the purpose of sustainability. For the
long-time survival of the business, the supply chain management must be vibrant and flexible to
accommodate the changes with the passage of time.

The qualitative study finds out the reasons for environmental pollution and global warming and
relates them to transportation. The sound human resource management can reduce the pollution
generated by the logistics sector (Collins, Worthington, Reyes & Romero, 2010). Employees’
skills and innovation can reduce the pollution generated by the supply chain industry and at the
same time increase profit. There have been some disadvantages of a qualitative approach like
ambiguity in the interpretation. Different scholars tend to interpret the results in different ways;
this may lead to ambiguity. Another problem with this approach is the small size of the sample
population but this effect cannot be exaggerated. The qualitative study provides ample data to
conduct a conclusive study. In addition to this flexibility in the qualitative approach can be used
to mold the changes as per the requirements (Carberry & Cross, 2015).
The qualitative methods have been numerous but the one adopted here is the interview
preparation as that is easy to conduct and there is no need for data experts to analyze the
findings. The interview transcripts of the higher authorities in the business field were accessed
from various sources like government departments, non-profit institutions, social media sites etc.
after examining thoroughly, the analysis was conducted to arrive at a decision. The ambiguity, to
the most extent, has been removed by making the important information explicit in findings
(Brewster, Mayrhofer & Marley, 2016)
Quantitative method-
The quantitative method is also known as the descriptive method. It is very useful for study
purposes as it substantiates the claim made by different scholars on the basis of numerical data.
For the purpose of the study, the same sample can be taken but to make the claims substantial it
is better to increase the size of the population as per needs. For the purpose of the quantitative

study, the surveys were conducted at the individual as well as group level. The sample was
divided into groups on the basis of essential traits needed for the research. The wide number of
people involved makes the study-wide in approach and tends to reduce the chances of criticism.
The quantitative study also substantiates the claim that human resource management has an
important role to play in the logistics sector. Manpower determines productivity, which in turn,
determines the prices. Selling products and services at a competitive rate needs the strategy to
achieve growth (Brewster, Houldsworth, Sparrow& Venon, 2016). The human resource
management is part of the overall strategy of the organization. The strategy of the organization
keeps it on the trajectory of growth and generates profit. The revenue of the organization is
related to staff satisfaction. If the staff is satisfied, it will generate economies of scale and
provide the productivity needed in the organization. The staff satisfaction is related to human
resource management which involves staff of supply chain industry as well; thus the study
implies that staff satisfaction has a direct bearing on the supply chain industry and overall growth
of the organization.
Techniques
Regression analysis was done for the purpose as it sheds invaluable insight on the variables
affecting the topic. This method is chosen because this is reliable method to identify which
variable impacts the topic of interest. For the purpose of regression analysis, first of all the a
dependent variable was hypothesized and defined in clear terms. The comprehensive data set
generated from surveys and questionnaire was considered. The questions were asked based upon
all independent variables associated with the study. The data was plotted on a chart so as to have
clear picture of association of dependent and independent variables. This is examined from the
chart that human resource management has great impact over logistics sector. better the human

resource management, more are the chances for long term survivability of the organization in the
context of logistics sector.
Chapter 4 Data Analysis and Interpretation
4.1 Introduction
After carefully analyzing the data generated by the survey and interview transcripts, various
numerical, as well as qualitative findings are made which are important to find out the questions
related to research. The data has shed light on various topics; these topics are as follows:
a) Association of delivery to Human resource development in the context of the logistics sector
b) How staff satisfaction is related to Human resources development in the context of the
logistics industry
c) Effect of human resource management on workplace culture leading to spillover effects in
the logistics sector as well
d) Effect of Human resource management on quality of products and services with respect to
the logistics industry

e) Role of human resource management in reducing the carbon footprint by using environment-
friendly techniques in the logistics sector
f) Possible alternatives to fossil fuels use in the supply chain industry
4.2 Data Analysis and Interpretation
The sample population was asked to rate the importance of human resource management in the
logistics sector (Brewster, Chung & Sparrow, 2016). Most of the persons as shown in diagram
gave the higher ratings barring few exceptions. This suggests that there is significant relation
between SHRM and logistics sector. The SHRM has a direct bearing on the logistics sector.
The human resource management is directly related to workplace culture in the logistics sector
like a truck driver will work according to the norms set by the managers in the organization and
delivers the products according to their attitude (Brewster, Sparrow, Vernon & Houldsworth,
2011). If the management does not give adequate attention to manpower or human resources of
the supply chain, the situation of chaos will develop which will be very detrimental for the
particular business company. The supply chain industry is important for the overall business
environment so the human resources management in this part of the business cannot be
overlooked. The supply chain industry provides the forward and backward linkages to the
organization. It is important for the purpose of haulage; there have been numerous
complementary situations when the supply chain industry is affected by human resource
management (Bratton & Gold, 2017). Various kinds of human resources are required to drive
growth as per the needs of the logistics sector. These human resources are very necessary to be
managed. Without effective management, they cannot yield positive results.

Another finding identifies that quality of the products and services are directly related to human
resources management in the logistics sector. Another effect is on the environment; if human
resources are managed well, the logistics industry’s impact on the environment can be reduced.
This needs the complete policy which syncs overall human resource management strategy with
the supply chain industry (Banfield& Kay, 2012).
There are many other economic benefits of human resource management. The haulage capacity,
innovation, digital transformation, knowledge management and so forth, depending on human
resource management in the supply chain industry. Effective management will reduce the
delivery cost and time, which will be competitively advantageous for any organization. This
competitive advantage can become a major tool of success for the organization as the input cost
determines the retail price of the product. If the input cost is high, the retail price will
automatically be high to compensate for that leading to less margin and less growth (Bailey,
Mankin, Keliher & Garavan, 2018).
4.3. Summary of Results
The results showed that human resource management has significant role in the logistics sector
of an organization. It impacts the work culture which in turn affects the overall satisfaction rate
among employees. The better delivery and cost are associated directly with the human resource
management (Armstrong & Taylor, 2014). The input cost is reduced by sound human resources
managerial practices leading to competitive advantage. In addition to this, the quality of the
services is improved if human resources are effectively dealt with in supply chain industry. This
will generate brand image for the company and keep it on the trajectory of growth. In the era of
online shopping (home delivery of products), the supply chain industry has attained a major role;
the low cost deliveries will automatically fascinate the customers.

Reliability test
In this study, Cronbach’s Alpha was employed in order to measure the internal reliability of the
items that are used within study. Reliability test helps to determine whether accuracy as well as
the internal consistency of scale performance exist (Eisinga, Te Grotenhuis, & Pelzer, 2012).
Despite the fact that the internal reliability presents fundamental power for the persistent of
further examination, it isn't demonstrated that the construct is essentially valid (Howitt &
Cramer, 2005) and a little bit of error can be viewed as reliable (Ritter, 2010). Cronbach's alpha
is the tool that is mostly used to estimate and evaluate internal reliability. So as to empower
satisfactory instrument for data collection and analysis, the value of alpha should be more than
0.7 (Bonett, 2015). A value of the alpha that is greater than 0.7 is regarded to be acceptable and
reliable. Cronbach alpha is used in this study to measure the internal reliability of the items used
in the study.
Before
Twenty six items were used to measure the supply chain management practices of the Majan
Electricity Company (MJEC). The Cronbach alpha was found to be 0.956. This value shows that
the internal consistency of the items within this construct are excellent.
Table1. 1 Reliability statistics for the Supply Chain Management Practices
Cronbach's Alpha Cronbach's Alpha Based on
Standardized Items
N of Items
.955 .956 26

Table 1.2 below gives the reliability statistics for the Human Recourses Management practices.
Twenty two items were used to measure the human recourses management practices of the
Majan Electricity Company (MJEC). The Cronbach alpha was found to be 0.976. This value
shows that the internal consistency of the items within this construct are excellent.
Table1. 2 Reliability statistics for the Human Recourses Management practices
Cronbach's Alpha Cronbach's Alpha Based on
Standardized Items
N of Items
.976 .976 22
Lastly, table 1.3 below gives the reliability statistics for the Supply Chain Performance. Eleven
items were used to measure the Supply Chain Performance of the Majan Electricity Company
(MJEC). The Cronbach alpha was found to be 0.950. This value shows that the internal
consistency of the items within this construct are excellent (Al-Shboul, Barber, Ganza-Beyes,
Kumar & Abdi, 2017).
Table1. 3 Reliability statistics for the Supply Chain Performance
Cronbach's
Alpha
Cronbach's Alpha Based
on Standardized Items
N of Items
.950 .950 11
After

Even after, we observe that the Cronbach alpha was still greater than 0.9 implying that the
internal consistency is excellent for all the three constructs.
Table1. 4 Reliability statistics for the Supply Chain Management Practices
Cronbach's Alpha Cronbach's Alpha Based
on Standardized Items
N of Items
.953 .954 26
Table1. 5 Reliability statistics for the Human Recourses Management practices
Cronbach's Alpha Cronbach's Alpha Based on
Standardized Items
N of Items
.976 .976 22
Table1. 6 Reliability statistics for the Supply Chain Performance
Cronbach's Alpha Cronbach's Alpha
Based on
Standardized Items
N of Items
.948 .949 11

Descriptive statistics
Frequency distribution of the participants based on gender
Most of the participants in interviewed in the study were male participants (78%, n = 232). The
female participants were represented by 22% (n = 62).
Figure4. 1 Frequency distribution of participants based on gender
In terms of the work experience of the participants, on average the interviewed participants had
worked for 12.93 years with the participant with the highest work experience having worked for
50 years.
Table1. 7 Descriptive statistics for the working experience
N
Valid 294
Missing 0
Mean 12.9306
Median 12.0000

Mode 8.00
Std. Deviation 6.09472
Minimum .00
Maximum 50.00
The descriptive statistics of the main variables of the study are following; Supply Chain
Management Practices, Human Recourses Management practices and Supply Chain
Performance.
As can be seen in table 5 below, supply chain performance had the highest mean score of 3.905
while human resources management practices had the lowest mean score of 2.728 while supply
chain performance had a mean score of 3.846.
Table1. 8 Descriptive statistics of main variables
Constructs Number
of items
Mean Std.
Deviation
Supply Chain Management
Practices
26 3.9089 0.5807
Human Recourses Management
practices
22 2.7562 1.0614
Supply Chain Performance 11 3.8565 0.6864
Supply Chain Management Practices

This construct had a total of 26 items. Looking at individual items within the supply chain
management practices, it can be observed that 7 items out of the 26 items had a score of 4 and
above (Alfes, Shantz, Truss & Soane, 2013). The items with mean score of 4 and above include;
We produce electricity as per the demand, We carefully inspect the incoming
materials/components/products, We install the service stations (transformers) at appropriate
distribution points close to our customers, We have common goals agreed with our trade
partners, We have organizational structure which facilitates business process integration with our
trade partners, We certify our suppliers using supply chain performance criteria (e.g. quality,
cost, delivery) and We have contingency management system for unexpected situations. The
remaining items had mean score values ranging between 3.6 and 3.9.
Table1. 9: Descriptive statistics of Supply Chain Management Practices
Item N Mean Mode Std. Deviation Minimum Maximum
Q1_12 294 4.19 4 0.80 1 5
Q1_6 294 4.13 4 0.75 1 5
Q1_15 294 4.12 4 0.78 1 5
Q1_20 294 4.08 4 0.76 1 5
Q1_22 294 4.06 4 0.76 1 5
Q1_21 294 4.05 4 0.78 1 5
Q1_16 294 4.03 4 0.84 1 5
Q1_10 294 3.99 4 0.79 1 5
Q1_17 294 3.98 4 0.82 1 5

Q1_13 294 3.97 4 0.85 1 5
Q1_4 294 3.94 4 0.82 1 5
Q1_9 294 3.94 4 0.87 1 5
Q1_3 294 3.93 4 0.82 1 5
Q1_2 294 3.91 4 0.92 1 5
Q1_11 294 3.90 4 0.82 1 5
Q1_1 294 3.90 4 0.87 1 5
Q1_5 294 3.89 4 0.87 1 5
Q1_26 294 3.85 4 0.96 1 5
Q1_14 294 3.84 4 0.91 1 5
Q1_19 294 3.81 4 0.86 1 5
Q1_8 294 3.76 4 0.85 1 5
Q1_25 294 3.70 4 0.97 1 5
Q1_23 294 3.67 4 1.04 1 5
Q1_24 294 3.67 4 0.98236 1 5
Q1_18 294 3.63 4 0.96712 1 5
Q1_7 294 3.60 4 0.92531 1 5
Human Recourses Management practices
This construct had a total of 22 items. Out of these 22 items only two items had mean score
values greater than 3. The two are; MJEC offers a sound job security and MJEC conducts exit
interviews. The rest of the items had scores below 3 ranging between 2.2 and 2.9.

Table1. 10: Descriptive statistics Human Recourses Management practices
Items N Mean Mode Std. Deviation Minimum Maximum
Q2_22 294 3.99 5 1.23 1 5
Q2_15 294 3.03 4 1.28 1 5
Q2_19 294 2.94 4 1.41 1 5
Q2_7 294 2.88 2 1.42 1 5
Q2_1 294 2.79 2 1.34 1 5
Q2_11 294 2.75 2 1.25 1 5
Q2_4 294 2.74 2 1.36 1 5
Q2_9 294 2.73 2 1.25 1 5
Q2_10 294 2.73 2 1.25 1 5
Q2_17 294 2.71 2 1.30 1 5
Q2_2 294 2.69 2 1.25 1 5
Q2_3 294 2.67 2 1.34 1 5
Q2_6 294 2.67 2 1.35 1 5
Q2_14 294 2.65 2 1.22 1 5
Q2_8 294 2.63 2 1.32 1 5
Q2_18 294 2.61 2 1.27 1 5
Q2_5 294 2.59 2 1.29 1 5
Q2_12 294 2.57 2 1.34 1 5
Q2_13 294 2.57 2 1.29 1 5
Q2_20 294 2.42 2 1.23 1 5
Q2_16 294 2.38 1 1.26 1 5

Q2_21 294 2.28 1 1.19 1 5
Supply Chain Performance
For the supply chain performance, 11 items were in this construct. None of the items had an
average score greater than 4 neither was there an item with a mean score less than 3. The average
scores ranged from 3.7 to 3.9. The item with the highest score was “We have the ability to
supply the electricity based on individual demands” while the item with the lowest score was
“We have a good overall inventory management performance (e.g. inventory turnover,
availability)”.
Table1. 11: Descriptive statistics for the supply chain performance
Items N Mean Mode Std. Deviation Minimum Maximum
Q3_4 294 3.99 4 0.84 1 5
Q3_3 294 3.91 4 0.84 1 5
Q3_11 294 3.90 4 0.83 1 5
Q3_8 294 3.88 4 0.88 1 5
Q3_6 294 3.83 4 0.86 1 5
Q3_10 294 3.83 4 0.78 1 5
Q3_2 294 3.82 4 0.87 1 5
Q3_9 294 3.82 4 0.88 1 5
Q3_5 294 3.81 4 0.86 1 5
Q3_7 294 3.77 4 0.83 1 5
Q3_1 294 3.74 4 0.85 1 5

Correlation
This study employed Pearson correlation matrix to investigate the relationship that exists among
the variables. Analysis showed that all the Human Resource Management practices have a weak
but a significant positive relationship with the Supply Chain Performance (r = 0.166, p = 0.004).
However, supply chain management practices showed a strong and significant positive linear
relationship with the supply chain performance (r = 0.745, p = 0.000). There was also a
significant positive relationship (though a weak one) between Human Recourses Management
practices and Supply Chain Performance (r = 0.251, p = 0.000). The results are shown in table 12
below.
Table1. 12 Correlations
Supply
Chain
Performance
Human
Recourses
Management
practices
Supply Chain
Management
Practices
Supply Chain
Performance
Pearson
Correlation
1 .166** .745**
Sig. (2-tailed) .004 .000
N 294 294 294
Human Recourses
Management
Pearson
Correlation
.166** 1 .251**
Sig. (2-tailed) .004 .000

practices
N 294 294 294
Supply Chain
Management
Practices
Pearson
Correlation
.745** .251** 1
Sig. (2-tailed) .000 .000
N 294 294 294
**. Correlation is significant at the 0.01 level (2-tailed).
Regression analysis
Lastly, a regression analysis was constructed to try and estimate the supply chain performance
based on the human resources management practices and the Supply Chain Management
Practices. The following regression model was estimated.
Y = β0 +β1 X1 + β2 X2 +ε
Where Y =Supply chain performance, X1 =Supply chain management practicesand
X2 =Humanresources management practices.
β0=Intercept coefficient ,
β1=coefficient of the Supply chainmanagement practices
β2=coefficient of thehuman management practices
ε =Error term
As can be seen in table 13 below, the value of R-Squared is 0.555; this implies that 55.5% of the
variation in the dependent variable (supply chain performance) is explained by the two

independent variables in the model (supply chain management practices and human resource
management practices).
Table1. 13: Model Summary
Mode
l
R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .745a .555 .552 5.05409
a. Predictors: (Constant), Human Recourses Management
practices, Supply Chain Management Practices
Table 14 gives the ANOVA where we observe that the overall model is significant at 5% level of
significance (p < 0.05).
Table1. 14: ANOVAa
Model Sum of
Squares
Df Mean
Square
F Sig.
1
Regression 9270.452 2 4635.226 181.462 .000b
Residual 7433.248 291 25.544
Total 16703.701 293
a. Dependent Variable: Supply Chain Performance
b. Predictors: (Constant), Human Recourses Management practices, Supply
Chain Management Practices

In terms of the individual independent variables. We observe that only the supply chain
management practices was significant in the model (p-value < 0.05). The other independent
variable (human resource management practices) was found to be insignificant in the model (p-
value > 0.05).
Table 1: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) 4.731 2.028 2.333 .020
Supply Chain
Management Practices
.375 .020 .750 18.574 .000
Human Recourses
Management practices
-.007 .013 -.023 -.562 .575
a. Dependent Variable: Supply Chain Performance
The coefficient of the supply chain management practices was found to be 0.375. This suggests
that a unit increase in the supply chain management practices would result to an increase in the
supply performance by 0.375. Similarly, a unit decrease in the supply chain management
practices would result to a decrease in the supply performance by 0.375.
The intercept coefficient was also found to be significant in the model with a value of 4.731
which implies that holding all other factors constant we would expect the supply chain
performance to be 4.731.

The final model including only the significant coefficients is;
Y =4.731+0.375 X1
Where Y =Supply chain performance, X1 =Supply chain management practi
Chapter 5 Findings, Conclusions and Recommendations

5.1 Major Findings of the study
Following are the major findings of the study:
• There is a significant impact of HR managerial skills on the supply chain industry
• Talent recruitment and acquisition has a direct bearing on staff satisfaction which in turn
affect the logistics sector
• The Human Resource Development (HRM) practices impact the overall workplace culture of
the organization that in turn impacts the efficiency in the logistics sector
• The carbon footprint of the particular organization can be reduced by sound HR practices in
the logistics sector
• The human resource management skills are necessary for sound management and
productivity in the organization in relation to the supply chain industry.
5.2 Conclusion
It can be concluded from the above findings that Human Resource Management has a significant
impact on the supply chain industry. There has been a considerable number of people answering
most of the questions in yes (related to the impact of HRM on the logistics sector). The highest
authorities and local employees along with consumers get benefitted from sound strategic human
resource management. Strategic human resource management leads to a reduction in time of
delivery and fossil fuel consumption. This generates a brand image and goodwill for the
organization and fulfills its Corporate Social Responsibility. The organization with strategic
human resource management gets a competitive advantage and achieves economies of scale. It

leads to the development of a vibrant delivery system, increasing the rate of the customer as well
as employee satisfaction (Albrecht, Bakker, Gruman, Macey & Saks, 2015).
5.3 Key Recommendations
The Strategic Human Resource Development Practices are advocated for each organization.
there have been many instances where economically viable supply chain industry of the
organization yields a profit for it. The supply chain industry has become all the time more
important because the customers of the 21st century tend to shop online leading to home
delivery. In such a case, no organization can ignore the supply chain industry and related factors.
5.4 Implications of the study
The study conducted on the topic has filled the research gap created due to the lack of sufficient
research on the topic. The study provides a valuable source for future researchers to take the idea
from it and conduct further analysis. It can be said in general terms that study has laid the
groundwork for the extensive research over which building can be constructed by future
researchers (Abidi, Leeuw & Klumpp, 2014). The study has provided valuable figures and data
from the interviews and surveys conducted leading to major sources for future researches on the
same topic. This study has created the knowledge necessary for beginners in entrepreneurship so
as to have a sound idea of the nature of HRM in the logistics sector.
5.5 Limitation of the study and scope for future research
As both the quantitative and qualitative methods have been adopted, the limitations of the study
are very less in number. The first limitation is that the sample size taken is small so broad views
cannot be formulated from the results of the study. The study has not provided the views of every
stakeholder in the organization. Along with this, another limitation of the study is the lack of

extensive research due to the very nature of the study. But the scope of study for future research
is quite broad; the extensive research can be conducted over this study to arrive at valuable
decisions in relation to the logistics sector. The study will be beneficial for future researchers as
well as businesspersons.

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Appendices
Questionnaire
Dear Respondent,
I am Khadija, a Bachelor Human Resource student in the Department of Business Administration
& Accounting at Al-Buraimi University College. I am pursuing my graduation project entitled
"Human Resource Management Practices in Majan Electricity Company" under the
guidance of Dr. Haidar Abbas. I request you to participate in this survey where you are not asked
to disclose your name or any other sensitive information. I anticipate the questionnaire will take
only few minutes. I assure you not to disclose any of your valuable responses as this survey is
only meant for academic purpose. I shall be highly grateful for your kind assistance.
Best Regards,
Khadija
Kindly rate the following statements on a five point Liker scale where 1-Strongly Disagree, 2-
Disagree 3-Neither Agree Nor Disagree, 4- Agree, 5-Strongly Agree.
S. N. Scale Items Likert Scale
Part-I Supply Chain Management Practices 1 2 3 4 5
1 We contact the end users of our services to get their feedback.
2 We work with our trade partners to survey and define customer

requirement.
3 We have a common standard for information sharing (e.g. product
order, and inventory) for our trade partners to follow.
4 We evaluate formal and informal complaints as well as satisfaction
of our trade partners.
5 We reduce inventory levels.
6 We carefully inspect the incoming materials/components/products.
7 We order in small lot sizes.
8 We streamline business processes (e.g. ordering, shipping,
receiving and other paperwork) with our trade partners.
9 We reduce response time (eg. Connection request, complaint etc.).
10 We have continuous improvement activities.
11 We involve in teams our trade partners to improve our supply
chain.
12 We produce electricity as per the demand.
13 We share supply chain management practices or resources (e.g.
production, distribution, marketing, etc.) with our trade partners
using advanced IT tools.
14 We place our personnel at the business facilities of our trade

partners to facilitate cooperation.
15 We install the service stations (transformers) at appropriate
distribution points close to our customers.
16 We have contingency management system for unexpected
situations.
17 We develop a long-term relationship and trust with our trade
partners.
18 We rely on a small number of quality trade partners.
19 We include our trade partners in our service development projects.
20 We have common goals agreed with our trade partners.
21 We certify our suppliers using supply chain performance criteria
(e.g. quality, cost, delivery).
22 We have organizational structure which facilitates business process
integration with our trade partners.
23 Our top level managers strongly encourage employee (worker)
involvement in supply chain management.
24 Our employees (workers) are actively involved in supply chain
management-related activities.
25 MJEC has an open, trusting culture with low bureaucracy.

26 Our working environment is very good for supply chain
management.
Part-II Human Recourses Management practices
27 I am aware about the various policies and practices of HR.
28 MJEC ’s human resource requirements are systematically
determined.
29 MJEC has a wide network of human resource information system.
30 Adequate and relevant information about MJEC and job is
provided to the candidate at the time of recruitment.
31 Selection of a candidate in MJEC is strictly based on Performance.
32 Performance standards are carefully developed considering the
employees’ opinion as well.
33 Performance appraisal system is meant for all members of the
organization.
34 The training needs of the employees in MJEC are assessed on the
basis of their performance appraisal.
35 The training programs focus upon the changing needs of jobs and
business.
36 The employees are encouraged to participate in various

professional development trainings etc.
37 The employees are assigned challenging jobs to charge their
enthusiasm and develop their skills.
38 MJEC has a formal policy of career planning and development.
39 There are distinct career paths and internal promotion norms within
the MJEC.
40 MJEC has a structured policy for management of attrition and
turnover.
41 MJEC conducts exit interviews.
42 MJEC carries out employee satisfaction surveys regularly.
43 The employees are being paid adequately for the work we do.
44 Pay increments offered by our organization are satisfactory.
45 MJEC makes all payments due to us in time.
46 MJEC has employee recognition programs and awards.
47 MJEC has a fair promotion mechanism.
48 MJEC offers a sound job security.
Part-III Supply Chain Performance
49 We have a good overall inventory management performance (e.g.

inventory turnover, availability).
50 We have a good overall financial performance (e.g. ROA, ROI,
ROS).
51 We have an effective and efficient production plan.
52 We have the ability to supply the electricy based on individual
demands.
53 We have the ability to rapidly adjust production capacity in
response to changes in market demand.
54 Our suppliers have a good overall performance (e.g. quality, cost,
delivery).
55 We have a good overall relationship with trade partners.
56 We have an accurate demand forecasting.
57 We have an effective and efficient business process (e.g. less
clerical, documentary, inspection jobs).
58 We have an overall consistent delivery performance (e.g. on-time,
fast).
59 We have the ability to provide our customers real time information
about their accounts (status of connection request, billing,
complaints etc.).

Respondent’s Profile
a) Branch Location
b) Designation
c) Working Experience (in Years)
d) Qualification
e) Gender
Thank you very much for your support.