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Original Research

A REVIEW PAPER ON STRATEGIC HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE MEDIATING ROLE OF EMPLOYEE WELL-BEING

AHMAD FAHIM SULTANPOOR 1, FOLAD KHAN AMARKHAIL 2, and AHMAD JAMSHID SAFI 3.

Vol 18, No 07 ( 2023 )   |  DOI: 10.17605/OSF.IO/XCB36   |   Author Affiliation: MBA Student, Faculty of Business and Management, Bakhtar University, Kabul Afghanistan 1; Faculty of Business and Management, Bakhtar University, Kabul Afghanistan 2,3.   |   Licensing: CC 4.0   |   Pg no: 860-869   |   Published on: 18-07-2023

Abstract

The purpose of this study is Performance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations. The study aims to analyze the impact of strategic human resources planning on the organizational performance of public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions. Organizations are analyzed to investigate a moderated mediated pathway between a strategic role for HRM and organizational financial performance. The first finding, that high performance human resource practices (HPHRPs) mediate the relationship between the HR strategic role and performance, suggests that the position of the HR professional as a strategic partner enhances the legitimacy of HR initiatives, as well as facilitating the resourcing and support for their implementation. The second finding, that line management devolvement moderates the relationship between the HR strategic role and HPHRPs, suggests a trade-off between a strategic and operational focus for HR professionals, and also indicates the value of embedding HR practice execution in operational administration.


Keywords

SHRM, Organization Performance, Employee Development