Abstract: In 2009, the new HRM policy was implemented in
Qatar for public sector organisations. The purpose of this research is
to examine how Qatar’s 2009 HRM policy was significant in
influencing employee retention in public organisations. The
conducted study utilised quantitative methodology to analyse the data
on employees’ perceptions of such HRM practices as Performance
Management, Rewards and Promotion, Training and Development
associated with the HRM policy in public organisations in
comparison to semi-private organisations. Employees of seven public
and semi-private organisations filled in the questionnaire based on
the 5-point Likert scale to present quantitative results. The data was
analysed with the correlation and multiple regression statistical
analyses. It was found that Performance Management had the
relationship with Employee Retention, and Rewards and Promotion
influenced Job Satisfaction in public organisations. Relationship
between Job Satisfaction and Employee Retention was also observed.
However, no significant differences were observed in the role of
HRM practices in public and semi-private organisations.
Abstract: The purpose of this paper is to evaluate the positive
impact of SHRM practices and transformational leadership style on
employees job satisfaction and to develop a conceptual understanding
of the moderating role of transformational leadership between the
relationship of SHRM practices and employees job satisfaction. This
study focuses on four SHRM practices that have positive relationship
with employee’s job satisfaction.