HRM practices and organizational performance: Does the strategic role of HR managers matter?

El HaiSam, Mohamed, Darwish, Tamer K ORCID: 0000-0003-1815-9338 and Khassawneh, Osama (2025) HRM practices and organizational performance: Does the strategic role of HR managers matter? Personnel Review. (In Press)

Text 14722 El HaiSam M., et al. (2025) HRM practices and organizational performance Does the strategic role of HR managers matter.pdf - Accepted Version Restricted to Repository staff only Available under License Creative Commons Attribution Non-commercial 4.0. Download (468kB)

Abstract

Purpose: This study explores how HR practices impact organizational performance in the context of the United Arab Emirates (UAE). The study aims to develop a deeper theoretical understanding of the mechanisms linking HRM practices to organizational performance by examining the strategic role of strategic HR managers as mediators. Design/methodology/approach: Using a comprehensive HRM survey, data were collected from 127 private and public organizations in the UAE. The study focuses on five HRM practices: recruitment and selection, training, internal career opportunities, extrinsic incentives, and intrinsic incentives. The mediation effects of the strategic HR managers’ role on the relationship between HRM practices and performance were also tested. Findings: The findings reveal that recruitment and selection, training, and internal career opportunities significantly enhance organizational performance, while extrinsic and intrinsic incentives show no substantial impact. Although this result is hardly surprising, a key theoretical contribution is the identification of the strategic role of HR managers as a crucial mediator in the HRM-performance nexus. Specifically, the strategic role of HR managers fully mediates the link between recruitment and selection and perceived organizational performance, and partially mediates the effects of training and internal career opportunities on performance. Practical implications: The findings highlight the importance of the strategic involvement of HR managers, particularly in recruitment, selection, and training practices, to enhance organizational performance. Organizations should invest in the strategic capabilities of HR leaders to maximize the effectiveness of their HRM practices. Originality/value: This study provides new theoretical insights into the strategic role of HR managers in the HRM-performance nexus. This not only sheds light on the so-called ‘black box’ in HRM and performance research but also proposes a novel extension to strategic HRM theory. Keywords: Strategic HRM; strategic role of HR managers; organizational performance; recruitment and selection; training; incentive and rewards.

Item Type:	Article
Article Type:	Article
Uncontrolled Keywords:	Strategic HRM; Strategic role of HR managers; Organizational performance; Recruitment and selection; Training; Incentive and rewards
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HF Commerce > HF5001 Business H Social Sciences > HF Commerce > HF5001 Business > HF5549 Personnel management. Employment management
Divisions:	Schools and Research Institutes > School of Business, Computing and Social Sciences
Depositing User:	Tamer Darwish
Date Deposited:	29 Jan 2025 15:02
Last Modified:	29 Jan 2025 15:15
URI:	https://eprints.glos.ac.uk/id/eprint/14722

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