Do high-performance human resource practices work? The mediating role of organizational learning capability

2017 ◽  
Vol 25 (02) ◽  
pp. 189-210 ◽  
Author(s):  
Pilar Jerez-Gómez ◽  
José Céspedes-Lorente ◽  
Miguel Pérez-Valls
Keyword(s):  
Organizational Learning ◽  
Human Resource ◽  
High Performance ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Human Resource Practices ◽  
Learning Capability ◽  
Mediating Role ◽  
And Performance

AbstractThis study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals Does organizational justice enhance job performance through high-performance human resource practices?

2021 ◽  
Vol 12 (2) ◽  
pp. 16-40
Author(s):  
Ali Zeb ◽  
Fazal Ur Rehman ◽  
Yasin Arsalan ◽  
Muhammad Usman Khan
Keyword(s):  
Developing Countries ◽  
Job Performance ◽  
Organizational Justice ◽  
Human Resource ◽  
High Performance ◽  
The Body ◽  
Human Resource Practices ◽  
Mediating Role ◽  
Body Of Knowledge

This study aims to analyze the influence of organizational justice (OJ) on job performance (JP) intention via the mediating influence of high-performance human resource practices (HPHRPs) in a developing context. Equity theory and expectancy theory are widely employed in many disciplines but seldom applied to JP among Pakistan Telecommunication Limited (PTCL)  employees. The respondents in this study were 377 employees working in PTCL. Partial least square (PLS), specifically ̣ structural equation modeling was used for the data analysis. The study found a significant direct and indirect influence of distributive justice (DJ) on JP through the partial mediating role of selective staffing (SS) and extensive training (ET). Procedural justice (PJ) also, directly and indirectly, influenced JP through the partial mediating role of the incentive reward (IR). While interactional Justice (IJ), result-oriented appraisal (ROA), employment security (ES) had an insignificant influence on JP. OJ has to be synergized with HPHRPs to enhance JP. The results of this study would also augment the body of knowledge of JP in developed and under-developing countries. OJ has to be synergized with HPHRPs to enhance JP. The results of this study would also argue the body of knowledge of JP in developed and under-developing countries.

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

2020 ◽  
Vol 16 (3) ◽  
pp. 299-317
Author(s):  
Ali Zeb ◽  
Fazal ur Rehman ◽  
Muhammad Imran ◽  
Muazam Ali ◽  
Rawdha Ghareeb Almansoori
Keyword(s):  
Job Performance ◽  
Human Resource ◽  
High Performance ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Human Resource Practices ◽  
Leadership Traits ◽  
Content Type ◽  
Mediating Role

PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

Sign in / Sign up

Export Citation Format

Share Document