Human Resource Management Practices and its Impact on Job Satisfaction Among employees in Government and Self-financed Institutions: A Literature Review

In order to shape employee attitudes, motivation, and general job satisfaction, Human Resource Management (HRM) Practices must be effective. Examining how HRM practices—such as hiring and selection, training and development, performance appraisal, pay, and employee participation—affect job satisfaction among workers in government and Self-financed institutions is the goal of this review of the literature. Although HRM techniques are implemented in both sectors, there are notable distinctions in their efficacy, flexibility, and methodology, all of which have an impact on employee satisfaction levels. While self-financed institutions place more of an emphasis on flexibility and performance-based rewards, government institutions frequently place more emphasis on job security and uniformity. This review highlights trends, gaps, and sector-specific results in HRM practices by synthesizing findings from multiple studies. Regardless of the industry, the data shows that purposeful, open, and employee-focused HRM policies are positively connected with increased job satisfaction. However, this link is heavily mediated by differences in leadership style, resource distribution, and institutional structure. In order to develop a comprehensive understanding of HRM's influence on work satisfaction, the review advocates for additional empirical research in a variety of institutional settings and offers recommendations for closing the gaps in HRM practice across sectors. Key Words: Human Resource Management Practices, Performance appraisal, Employee participation, Job Satisfaction, Government institutions, Self-financed institutions