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DOI: https://doi.org/10.34069/AI/2022.54.06.2
How to Cite:
Alsaif, T., Alshammari, H, & Alhamad, I.A. (2022). Human Resources Practices in Non-profit Organizations: Evidence from the
Kingdom of Saudi Arabia. Amazonia Investiga, 11(54), 18-29. https://doi.org/10.34069/AI/2022.54.06.2
Human Resources Practices in Non-profit Organizations:
Evidence from the Kingdom of Saudi Arabia

Received: May 27, 2022 Accepted: June 27, 2022
Written by:
Talal Alsaif6
https://orcid.org/0000-0002-9666-2732
Hammad Alshammari7
https://orcid.org/0000-0001-6888-5456
Ibrahim Abdullah Alhamad8
https://orcid.org/0000-0001-7099-0335
Abstract
Non-profit organizations (NPOs) are essential to
the economic planning process in Saudi Arabia.
This study examines the Human Resource (HR)
practices of Saudi Arabian non-profit
organizations. It is based on a primary survey
administered to 201 employees of the four types of
existing non-profit organizations (NPOs) in Saudi
Arabia (Qur'an Memorization Society, Dawah
Society, Specialized Society, and Development
Committee) using a structured questionnaire. The
questionnaire was intended for the eight existing
HR practices: work design, HR planning,
polarization, selection, training and development,
motivation, performance evaluation, and job
satisfaction. The ANOVA and Pearson correlation
tests were performed on the eight segments of the
HR instruments to investigate the perspectives of
HR professionals in the NPO sector. The findings
of the study indicate that the HR practices are
moderated by the gender, age, education, and years
of experience of the employees. The work design
has the highest awareness among the employees,
with a mean of 4.05, while job satisfaction has the
lowest awareness, with a mean of 3.18 on a 5-point
scale. A correlation between HR practices shows
that work design improves performance evaluation,
polarization affects HR planning, and training and
development influence performance evaluation.
Keywords: HR practices, NPOs, HR management,
Economic planning, Saudi Arabia.
6
Department of Management and Information Systems, College of Business Administration, University of Ha'il, Kingdom of Saudi
Arabia.
7
Department of Management and Information Systems, College of Business Administration, University of Ha'il, Kingdom of Saudi
Arabia.
8
Department of Management and Information Systems, College of Business Administration, University of Ha'il, Kingdom of Saudi
Arabia.
Alsaif, T., Alshammari, H., Alhamad, I.A. / Volume 11 - Issue 54: 18-29 / June, 2022
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Introduction
The success or failure of an organization is
contingent upon the human element, in addition
to the costs incurred to pay employees' salaries,
which comprise a significant portion of the
organization's expenses. There is a growing
importance on human relations, motivating
employees, and satisfying their needs (Bartram et
al., 2017). Thus, human resource (HR)
management has gained prominence by
considering the human element as the most
crucial factor in enhancing production.
Therefore, the best investment should be directed
to employees, as investing in them requires
benefiting from them, improving their
performance, and adopting a humane method in
dealing with HR (Goswami, 2018; Patel, 2018).
Saudi Arabia has launched many comprehensive
reform initiatives, the most important of which
were represented in Saudi Arabia’s Vision 2030
(Elbortokaly et al., 2021; Parashar & Lakra,
2022; Klingmann, 2022). The National
Transformation Initiative highlighted the
challenges it faces, the most significant of which
is the need to maintain the social services and
improve and increase the effectiveness of the
social services provided. One of the National
Transformation Program's strategic objectives is
to achieve sustainability (Singh et al., 2022) and
a strong social impact on NPOs, improve their
role in innovation, and provide excellent services
to these organizations by creating a progressive
system to support their development. The
qualification of the workforce and providing job
opportunities in the non-profit sector are two
ways the National Transformation Program plans
to achieve this strategic objective (Mitchell &
Alfuraih, 2018).
HR management practices enable the
organization to effect positive change and make
substantial progress. Paşaoğlu (2015) and
Joniaková & Blštáková (2015) reinforce the roles
and practices of human resource management
pertaining to selection, recruitment,
appointment, and training that influence the
transition of an organization from traditional
performance to performance based on the
development and investment of intellectual,
human, and knowledge capital.
Human services in non-profit organizations
deliver labor-intensive services, where
employees are the key element in shaping
organizational achievement (Walk et al., 2013).
Thus, NPOs involve in human services based on
the devoted effort of their workforces to achieve
their organizational missions. These human
services largely depend on their employees'
quality, inspiration, and contentment to provide
services (King & Griffin, 2017).
NPOs often encounter problems in engaging and
retaining high-quality employees (Ban et al.,
2003). Guo et al. (2011) identified HR practices
in NPOs and are the underpinnings of the
following research objectives:
1. The existence of an optimal application for
attracting, selecting, training, developing,
maintaining, and motivating HR.
2. The measure of employee satisfaction in the
non-profit sector on HR practices.
3. The application of strategic planning for HR
practices in the non-profit sector.
4. The existence of an attractive environment
for continuing employment at NPOs.
5. The development of a reference standard for
HR practices in NPOs in Saudi Arabia.
Accordingly, this research aims to examine the
human resource practices in NPOs in Saudi
Arabia. Specially, we would examine awareness
of certain important HR practices like work
design, HR planning, polarization, selection,
training and development, motivation,
performance evaluation, and job satisfaction. We
also aim to decipher the employee attributes that
influence the HR practices in NPO’s in Saudi
Arabia. At the same time, the study also
endeavors to identity important HR practices to
improve employee performance in Saudi NPOs.
For this purpose, we selected Saudi Arabia as it
has launched many human resource initiates
under its Vision 2030. So, Saudi Arabia’s NPO
could serve a good example to study this case.
Literature Review
The non-profit sector in Saudi Arabia constitutes
a large part of the national economy, and the
National Transformation Program (NTP) aims to
reach targets of five percent of Gross Domestic
Product (GDP), eight percent of wages and
salaries, and ten percent of employment by 2030
(United National Platform, 2022). The number of
NPOs registered in Saudi Arabia increased 166%
in 2017 from 2,598 to 6,902— this contributed
an estimated eight billion to the GDP.
The total number of employees working in NPOs
in Saudi Arabia by the end of 2018 reached
72,151 employees. Thus, the non-profit sector
has greatly exceeded the target and is ahead of
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schedule in the National Transformation
Program for 2020—the goal was to reach 50,000
jobs. These NPOs spend more than five billion
riyals annually on employee wages, and
volunteers constitute 26% of the total number of
workers in NPOs, with 18,871 male and female
volunteers, most of whom are Saudis (Saudi
Press Agency, 2021).
Trends in HR Practices
HR management practices exemplify a unique
attempt to form employee behaviors and
different work situations, affecting the
organization's performance (Haile, 2015). Job
satisfaction and dedication are the main
employee attitudes and behaviors that form the
results of HR management practices. Kubiak
(2022) and Celma et al., (2012) define HR
management practices as a group of mixed
factors representing practices, policies, and
systems that affect the behavior, attitudes, and
performance of individuals towards the
organization positively.
Degbey et al, (2021) advocate psychological
ownership (PO) as a path towards enhancing
communication and cooperation above expected
HR practices to support the organization's
development. HR practices influenced by PO aim
to develop professionals who perform their job
functions as if they were the organization's
owners—although they are not. HR planning,
design of work functions, training, education,
development, improved work environments,
cooperation, and the constant measure of
employee satisfaction influenced Modern HR
practices (Singh et al., 2013; Singh et al., 2011a;
Singh & Agarwal, 2011; Singh et al., 2011b).
Al-Mutlaq (2021) identified the role of
competencies in applying HR practices in Saudi
Arabian ministries from the perspective of HR
department heads. The study showed 75 leaders
with functional competencies to a moderate
degree. Al-Mutlaq (2021) demonstrated a direct
relationship between functional competencies'
dimensions and HR practices' application.
Nejad et al. (2016) and Vardarlıer (2016)
examined the extent to which there is a
relationship between HR practices and trends in
building intellectual capital. The results in both
studies showed the impact of HR practices as
factors that lead to increased human capital assets
in terms of incentives for innovation, creativity,
individual initiative, administrative
empowerment, and material and moral
stimulation methods. This creation of intellectual
capital leads to value creation, as demonstrated
in Simpol (2020).
Trends in HR Management
Barrena-Martínez et al. (2017) and Celma et al.
(2018) identify trends that support the shift from
traditional practices, tasks, and assignments
conducted by organizational units to cognitive
and innovative productivity in creating added
value in employees via job performance.
Mikhaylov et al. (2014) and Olander et al. (2015)
attribute HRM as an integral part of
management. The changes in this area are closely
interrelated. Both studies view the most
important aspects of HRM are autonomy and
scalability of informatics.
Bashir (2019) advocated for applying the
European Excellence Model EFQM in evaluating
the institutional excellence of HR practices in
NPOs. The direct practice of social work through
the high level of excellence of institutional
performance from the workers' perspective
reflects the importance of HR practices in
achieving institutional excellence. HR practices
viewed as achievements of institutional
excellence are now adopted as part of strategy
formulation in most organizations (Bashir, 2019;
Guo et al., 2011; Crawshaw et al., 2014).
Guo et al. (2011) used survey data gathered from
229 benevolent NPOs and explored the
dominance of strategic HR management
practices along with organizational and
contextual determinants. They revealed that
large, tech-savvy organizations reliant on
independent contractors are likely to implement
strategic HR practices.
Determinants of HR Practices
According to Sharma (2017), HR management
practices can be divided into specialized,
administrative, and consulting categories. The
research tool utilized in this paper will reflect all
three areas.
HR Planning
HR planning establishes a link between future
needs and the potential supply of human
resources (Roundy & Burke-Smalley, 2021). It is
one of the important functions carried out by this
department. HR planning entails estimating the
organization's human resource needs in terms of
the types of jobs, the preparation of personnel for
the required jobs, and the time in which the HR
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plan is prepared (Roundy & Burke-Smalley,
2021).
Attracting HR
It is the next step of the planning process, which
is concerned with attracting competencies from
HR in proportion to the requirements and
characteristics of the job. The term polarization
refers to the process of searching for the human
resources that the organization needs in the labor
market. Furthermore, working to provide them in
the largest possible number and the required
qualities and specifications (Holland et al.,
2007). Polarization aims to provide the optimal
number of qualified individuals to fill positions
at the lowest possible cost.
Selection and Appointment
Selection and appointment of the top HR
candidates is a significant contribution to
strategy formulation—these types of employees
are most effective in implementing an
organization’s strategy (Gupta, 2022). If recruits
can respond to ever-evolving challenges, it
creates competitive advantages for the
organization (Porter, 1985). Drucker (2008)
identified these recruits or new hires as
knowledge workers. The selection and
appointment activity's success depends on the
polarization activity's effectiveness (Gupta,
2022).
Training and Development
Training is a vital element of successful NPOs.
Drucker (2008) and Ridder & McCandless
(2008) stated that employees should be
considered assets in achieving organizational
goals.
However, HR and NPOs ignore prospective
employee needs because management views
them as costs. This view can negatively affect
employee motivation and commitment (Ridder &
McCandless, 2008).
The concept of training and development of
resources is twofold. First, training and
development is a strategic process that seeks to
build a modern knowledge system for human
resources in the organization. Second, aspects of
training and development are a continuous
process based on a set of programs designed to
educate employees and provide them with new
knowledge and skillsets. Performance of new
tasks in the future requires effective training and
development as key elements to enable
employees to perform well and ensure challenges
are met (Koster & Benda, 2020).
Performance Evaluation
The performance evaluation process is the main
function of HR practices. Celma et al. (2018)
mention several aspects of evaluation and
measurement of employee performance. The
evaluation method reveals two aspects: the
development of job performance skills and
experience gaps between what is required and
what is actually present.
Saad et al. (2021) and Kumari (2019)
investigated the reality of HR functions,
including resource planning, recruitment and
appointment, training and development,
performance appraisal, incentives and
compensation, and their relationship to
competitive advantage. The study concluded a
significant relationship between HR functions
and the achievement of competitive advantage.
Motivating HR
Mikhaylov et al. (2014) and Olander et al. (2015)
showed shifts in the trends of HR practices from
the perspective of motivation and promotion.
Karam et al. (2017) examined the relationship of
motivation and promotion within the elements of
HR practices on the effectiveness of
organizations and the satisfaction of their
audience. The results showed the relationship
between aspects of morals related to the
psychological state of employees and immaterial
HR practices.
Nine research questions were developed given
the previously mentioned HR practices,
including trends and management.
RQ 1: How well do employees in the non-profit
sector understand the nature and structure of their
work?
RQ 2: How knowledgeable are non-profit sector
employees about the nature and structure of their
work?
RQ 3: How well can the non-profit sector attract
the most qualified personnel?
RQ 4: To what extent is the non-profit sector
capable of attracting the most qualified
personnel?
RQ 5: To what extent is the non-profit sector
capable of attracting the most qualified
personnel?
RQ 6: How capable is the non-profit sector of
training and developing human resources?
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RQ 7: In what capacity can the non-profit sector
train and develop human resources?
RQ 8: How well can the non-profit sector train
and develop human resources?
RQ 9: Are there any statistically significant
differences (at 0.05 level) between the responses
of the study sample to the questionnaire on
human resource practices in non-profit
organizations based on the variables such as
gender, age, number of years of experience, and
level of education)?
Methodology
This study employs a descriptive-analytical
approach that refers to previous studies in the
field of HR practices in NPOs, using a
questionnaire that was designed considering the
standards of previous studies. From a population
of 6,902 employees, 201 employees were
selected from the Qur’an Memorization Society,
Dawah Society, Specialized Society, and
Development Committee—all NPOs in Saudi
Arabia. The demographics of the 201 chosen
employees were executive directors,
accountants, department and unit managers, and
researchers with different experiences and ranks.
Table 1.
The characteristics of the study sample
Variable
Category
Number
Ratio
Sex
Male
115
57.2 %
female
86
42.7 %
Total
201
100%
Age
20 years and under
7
3.4 %
More than 20 and less than 30 years old
136
67.6 %
Over 30 years old and less than 45 years old
49
24.3 %
45 and over
9
4.4 %
Total
201
100%
Educational level
Intermediate Diploma
38
18.9 %
Bachelor
104
51.8 %
Postgraduate
59
29.3 %
Total
201
100 %
Years of experience
Less than 5 years
53
27%
Between 5 and 10 years
109
54%
More than 10 years
39
19%
Totals

100 %
Table 1 indicates that the proportion of males
reached (57.2%) of the total respondents, and the
age variable, the category (greater than 20 and
less than 30 years) and (greater than 30 years and
less than 45 years) constituted most respondents.
Table 1 also shows that most respondents hold a
first university degree.
Source: (authors)
Questionnaire
The questionnaire consisted of several sections,
with the first being general information related to
gender, age, years of work experience, and
educational level. The second section included
two sections related to HR practices aimed at the
reality of HR functions within NPOs. These two
sections have eight categories or axes:
1. Axis 1: description and design of the work—
4 questions.
2. Axis 2: HR planning—6 questions.
3. Axis 3: polarization and includes—7
questions.
4. Axis 4: selection and appointment—6
questions.
5. Axis 5: training and development and
includes—7 questions.
6. Axis 6: motivation includes— 5 questions.
7. Axis 7: management and performance
evaluation— 7 questions.
8. Axis 8: job satisfaction includes— 4
questions
The items of the questionnaire were analyzed,
and the discrimination coefficient for each
question was calculated. Table 2 displays the
correlation coefficients for the questions, with
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the axis spanning 0.59 to 0.85 and the tool
spanning 0.59 to 0.76.
The correlation coefficients in Table 2 are
statistically significant, so none of these
sentences were eliminated. As shown in Table 2,
the correlation coefficients between the
dimensions and the instrument were as follows.
Table 2.
Correlation coefficient values between the research instrument's axes and the instrument.
Axis
1
2
3
4
5
6
7
8
Tool
1
1
0.78**
.86**
.80**
.75**
.87**
.69**
.75**
.87**
2
1
.76**
.74**
.82**
.79**
.81**
.86**
.86**
3
1
.72**
.81**
.74**
.85**
.76**
.88**
4
1
.83**
.75**
.74**
.80**
.80**
5
1
.83**
.76**
.86**
.76**
6
1
.73**
.79**
.74**
7
1
.81**
.79**
8
1
.83**
Tool
1
** Statistically significant at the significance level (0.01).
Source (authors)
The correlation coefficient between the two
applications and the internal consistency between
the questions using Cronbach's alpha were 86
percent and 84 percent, respectively; these values
were deemed sufficient for conducting this study.
The tools were graded on a five-point Likert
scale by selecting one of several options
(strongly agree, agree, somewhat agree, disagree,
and strongly disagree) for each questionnaire
statement.
Results
The results of a t-test comparing the responses of
the research sample according to the gender
variable are provided below.
Table 3.
Results of One-Way ANOVA & T-test to compare the Responses by Gender
Axis
Sex
No.
Mean
Stdev
t
Sig.
1
M
164
4.11
.76
2.07
0.07
F
37
3.81
.89
2
M
164
3.68
.83
1.49
0.14
F
37
3.45
.84
3
M
164
3.55
.88
1.22
0.22
F
37
3.36
.84
4
M
164
3.68
.90
1.58
0.12
F
37
3.41
.98
5
M
164
3.52
1.02
1.48
0.14
F
37
3.25
.97
6
M
164
3.45
.98
2.89
0.01
F
37
2.92
1.07
7
M
164
3.60
1.04
1.27
0.21
F
37
3.36
1.03
8
M
164
3.19
.53
0.47
0.64
F
37
3.15
.39
Note:
M stands for male
F stands for female
Stdev. stands for Standard Deviation
Sig stands for statistical significance
Source: (authors)
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Axes 1 and 6 are statistically significant at t =
2.072, p =.068 and t = 2.887, p =.004,
respectively, as shown in Table 3. The remaining
axes do not meet the =.05 significance threshold.
Nonetheless, Table 4 displays the F-test
comparing the average responses by age. Axes 1
and 6 through 8 were statistically significant
(=.05), whereas the other axes were not.
Table 4.
Results of One-Way ANOVA F-test to compare the Responses by Age.
Axis
CS
SS
Df
MS
F
Sig
1
BG
7.15
3
2.39
3.981
.01
WG
118.05
197
.59
T
125.21
200
2
BG
4.83
3
1.61
2.36
.07
WG
134.64
197
.68
T
139.47
200
3
BG
2.54
3
.85
1.11
.35
WG
150.12
197
.76
T
152.66
200
4
BG
3.74
3
1.25
1.49
.22
WG
165.19
197
.84
T
168.93
200
5
BG
4.26
3
1.42
1.39
.24
WG
199.83
197
1.02
T
204.08
200
6
BG
8.61
3
2.87
2.86
.04
WG
197.97
197
1.01
T
206.58
200
7
BG
10.48
3
3.49
3.37
.02
WG
204.44
197
1.04
T
214.92
200
8
BG
2.19
3
.73
2.89
.04
WG
49.74
197
.25
T
51.94
200
Note:
CS stands for contract source
SS stands for sum of squares
Df stands for degree of freedom
MS stands for mean squares
Sig stands for statistical significance
BG stands for between groups
WG stands for within groups
T stands for Total
Source: (authors)
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Table 5.
Results of One-Way ANOVA and F-test to compare the Responses by Experience.
Axes
CS
SS
Df
MS
F
Sig
1
BG
3.59
2
1.79
2.93
.06
WG
121.61
198
.61
T
125.20
200
2
BG
3.79
2
1.89
2.77
.07
WG
135.67
198
.69
T
139.47
200
3
BG
12.61
2
6.30
8.92
.00
WG
140.05
198
.71
T
152.66
200
4
BG
11.50
2
5.75
7.23
.01
WG
157.43
198
.79
T
168.93
200
5
BG
6.85
2
3.43
3.44
.03
WG
197.23
198
.99
T
204.08
200
6
BG
23.09
2
11.55
12.49
.00
WG
183.49
198
.93
T
206.58
200
7
BG
8.88
2
4.44
4.27
.02
WG
206.04
198
1.04
T
214.92
200
8
BG
1.17
2
.59
2.29
.10
WG
50.77
198
.26
T
51.94
200
Note:
CS stands for contract source
SS stands for sum of squares
Df stands for degree of freedom
MS stands for mean squares
Sig stands for statistical significance
BG stands for between groups
WG stands for within groups
T stands for Total
Source: (authors)
Table 6.
Results of One-Way ANOVA and F- test to compare the Responses Educational level
Axes
CS
SS
Df
MS
F
Sig
1
BG
1.84
2
.92
1.47
.23
WG
123.37
198
.64
T
125.20
200
2
BG
1.23
2
.62
.88
.42
WG
138.24
198
.69
T
139.47
200
3
BG
5.77
2
2.88
3.89
.02
WG
146.89
198
.74
T
152.66
200
4
BG
6.17
2
3.09
3.75
.03
WG
162.76
198
.82
T
168.93
200
5
BG
2.12
2
1.06
1.04
.36
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WG
201.96
198
1.02
T
204.08
200
6
BG
5.22
2
2.61
2.57
.08
WG
201.36
198
1.02
T
206.58
200
7
BG
4.23
2
2.12
1.99
.14
WG
210.69
198
1.06
T
214.92
200
8
BG
.84
2
.42
1.62
.20
WG
51.10
198
.26
T
51.94
200
Note:
CS stands for contract source
SS stands for sum of squares
Df stands for degree of freedom
MS stands for mean squares
Sig stands for statistical significance
BG stands for between groups
WG stands for within groups
T stands for Total
Source: (authors)
Tables 4 through 6 show the significance of
research questions as displayed by the variability
of the means (M) upon each axis. For example,
Table 4 represents an ANOVA that observes the
variability of the sample means on each axis
based on age. Axes 1 and 6 through 8 show that
age significantly impacts how the questions
within the above-mentioned axes were answered.
Furthermore, the null hypotheses can be rejected
for Axes 1, and 6 to 8.
The research revealed that employees of non-
profit organizations are highly aware of the
dimensions of HR practices in non-profit
organizations. The overall means (M) for all axes
were as follows, job description and design 4.05,
HR planning 3.64, selection 3.63, recruitment
3.55, performance management and evaluation
3.51, training and development 3.47, motivation
3.35, and finally, job satisfaction 3.18. As
previously mentioned, the axes in Tables 3
through 6 show HR practices are necessary for
organizational performance. Table 2 correlation
coefficients between each axis and the research
tool confirm the significant HR practices (α ≤
.05) in Tables 3 through 6.
In this study, employee attributes (like years of
experience, age, education, and gender) effect on
all eight axes is examined to identify how
effective HR practices are on NPOs in KSA. In a
holistic examination of the moderating variables
in Tables 3 through 6, years of experience, age,
education, and gender show the order upon
which significantly impacts the most axes. The
axes represent groups of questions that further
represent the eight HR practices previously
mentioned.
Discussion
This study demonstrates that employees of non-
profit organizations have a favorable opinion of
adopting and implementing HR practices. For
example, the description and design of work on
the performance of workers were consistent with
Crawshaw et al. (2014) and Guo et al. (2011).
These studies showed that the design and
description of work improve performance
because it accurately defines the employee's
tasks. Reinholdt (2006) showed the practice of
polarization and its impact on the practice of HR
planning. The significance of training and
development in enhancing employee
performance coincided with Kum et al's (2014)
case study. Kum et al. (2014) further showed the
importance of employee performance
evaluations as a condition for the success of HR
management. However, Reinholdt (2006) and
Kum et al. (2014) further showed that HR
planning does not constitute a success factor
unless it is combined with performance
evaluation.
This study revealed a direct correlation between
incentives and employee output in terms of
employee motivation and performance.
Incentives are one of the many ways employees
are motivated to exert efforts for the organization
(Barnard & Andrews, 1971). In addition to
Barnard & Andrews (1971), Valaei & Rezaei
(2016) cites that employee motivation affects
behavior leading to job satisfaction and
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organizational commitment—which is positively
reflected in the organization.
Contrary to Barnard & Andrews (1971) and
Valaei & Rezaei (2016), the results of job
satisfaction in this study were average and lower
than the other HR practices in terms of means
(M). Haile (2015) mentions job satisfaction
varies from other HR practices due to different
work situations that may affect the organization's
performance. Though, job satisfaction and
organizational dedications are prominent
employee attitudes and behaviors resulting from
HR practices but are found less important in the
context of this study (i.e., Saudi NPOs).
Conclusion and Future Work
This research shows that employees of NPOs in
Saudi Arabia are highly aware of important HR
practices like work design, HR planning,
polarization, selection, training and
development, motivation, performance
evaluation, and job satisfaction. The employees
in Saudi NPOs have a favorable opinion to adopt
HR practices. Further, the research shows that
employee attributes like years of experience, age,
education, and gender influence the HR practices
in NPO’s in Saudi Arabia. The study underscores
the importance of incentives as an important HR
practice in Saudi NPOs to motivate the
employees and improve their performance. The
study also reveals that employee job satisfaction
is less important HR practice in Saudi NPOs as
compared to other practices.
In this study, years of experience are classified
into three categories. Years of experience
showed significance in five of the eight HR
practices—the most among the four moderating
variables. However, a Bonferroni comparison
calculation is needed to analyze the significance
among the three categories of less than five years,
between five and ten years, and more than ten
years (Norusis, 2010). The Bonferroni
comparison calculation is beyond the scope of
this paper, given that the aim is to establish the
degree of significance of the moderating
variables on the eight HR practices.
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