Strategic Human Resource Management and Employee Performance Enhancement: An Empirical Study

Dr. Abdul Rahman

doi:10.71097/IJAIDR.v9.i2.1812

Strategic Human Resource Management and Employee Performance Enhancement: An Empirical Study

Author(s)	Dr. Abdul Rahman
Country	India
Abstract	This research aims to examine how and when SHRM (high-performance work systems, HPWS) leads to enhanced employee performance. While previous studies have highlighted the positive relationships between SHRM and organizational performance, the mechanisms that make the impact of HR practices on individual performance more apparent have remained less explored, otherwise known as the “black box” problem. To close this gap, in this work we built and used an empirical moderated mediation model by integrating the Ability–Motivation–Opportunity (AMO) framework and Social Exchange Theory. More specifically, this study investigates the mediating role of work engagement (vigor, dedication, absorption) on the HPWS–two employee performance correlates (task performance and organizational citizenship behavior (OCB)). It also investigates that transformational leadership constitutes a relevant contextual moderator of HPWS effectiveness by investigating employees' perceptions and reactions to the HR processes. The researchers employed a time-lagged multi-source research design and engaged with multiple organizations, from employees to their supervisors. The hypothesized relationships were confirmed using structural equation modeling and bootstrapping procedures. The results demonstrate that HPWS significantly improve both task performance and organizational citizenship behavior (OCB) — and also suggest some indirect influence of both on work engagement. In addition, transformational leadership acts as a positive moderator of relationships between HPWS and work engagement and acts indirectly upon work performance outcomes. The implications of this study can be found important in the SHRM literature. First, it contributes to theoretical knowledge by disentangling the psychological mechanism behind the SHRM–performance nexus. Second, it foregrounds leadership as a boundary condition and offers a contextualized approach to the effective perspective of HR practitioners. Another result is the fusion of SHRM, employee engagement and leadership leading multi-facetted perspective on strategy-driven HR-based practice strategy, staff performance and talent outcomes. All of these findings are based on the knowledge that the level of performance of SHRM systems is determined by the structure and the motivation and leadership of employees in these SHRM systems. We speculate that these findings can be an application to give the support for the work and analysis of managers towards enabling them to utilize that capability towards ongoing organization performance and competitive advantage.
Keywords	High-Performance Work Systems (HPWS), Strategic Human Resource Management (SHRM), Work Engagement, Transformational Leadership, Organizational Citizenship Behavior (OCB), Moderated Mediation.
Published In	Volume 9, Issue 2, July-December 2018
Published On	2018-09-04
Cite This	Strategic Human Resource Management and Employee Performance Enhancement: An Empirical Study - Dr. Abdul Rahman - IJAIDR Volume 9, Issue 2, July-December 2018. DOI 10.71097/IJAIDR.v9.i2.1812
DOI	https://doi.org/10.71097/IJAIDR.v9.i2.1812
Short DOI	https://doi.org/hbwkwt

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Strategic Human Resource Management and Employee Performance Enhancement: An Empirical Study

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