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Autor
Abu-Mahfouz Shatha (ALFA University College, Malaysia), Halim Mutia Sobihah Abd (Universiti Sultan Zainal Abidin, Malaysia), Bahkia Ayu Suriawaty (Indah Water Konsortium Sdn. Bhd., Malaysia), Alias Noryati (SEGI University, Malaysia), Tambi Abdul Malek (Universiti Sultan Zainal Abidin, Malaysia)
Tytuł
Sustainable Human Resource Management Practices in Organizational Performance: the Mediating Impacts of Knowledge Management and Work Engagement
Źródło
Journal of Entrepreneurship, Management and Innovation (JEMI), 2023, vol. 19, nr 2, s. 57-97, tab., rys., bibliogr. s. 82-95
Tytuł własny numeru
Weathering the Storm: Innovation-Driven Human Resource Management Practices
Słowa kluczowe
Zarządzanie zasobami ludzkimi, Zarządzanie wiedzą klienta, Zaangażowanie pracowników
Human Resources Management (HRM), Customer Knowledge Management (CKM), Employees' engagement
Uwagi
Klasyfikacja JEL: M140, M500, O150, J240, M150, L250, I230, O530
streszcz., summ.
Abstrakt
CEL: Współczesny biznes i globalne organizacje regularnie stają przed wyzwaniami wynikającymi z nieprzewidywalnego otoczenia konkurencyjnego. Praktyki zarządzania zasobami ludzkimi (ZZL) dają pracownikom trwałe możliwości wykorzystywania swoich zdolności i wyrażania entuzjazmu do zdobywania umiejętności i wiedzy oraz stosowania ich w miejscu pracy w celu wzrostu zaangażowania jednostek i zwiększenia wydajności organizacji. Ten artykuł przedstawia najnowsze wyniki badań, których celem jest zbadanie (i) pośredniczącej roli zarządzania wiedzą i zaangażowania w pracę oraz (ii) wpływu praktyk zrównoważonego zarządzania zasobami ludzkimi na wyniki organizacji. METODYKA: 500 kwestionariuszy zostało rozesłanych do jordańskich wykładowców uniwersyteckich (populacja badawcza) w celu zebrania danych. Dane z badania oceniono za pomocą modelowania równań strukturalnych (SEM) przy użyciu IBM-SPSS-AMOS 25.0. WYNIKI: Zidentyfikowano dwa kluczowe wyniki: (i) zrównoważone praktyki zarządzania zasobami ludzkimi, zarządzanie wiedzą i zaangażowanie w pracę były pozytywnie powiązane z wynikami organizacji; (ii) zarządzanie wiedzą i zaangażowanie w pracę odegrały rolę pośrednika w trwałej korelacji pomiędzy praktyką ZZL a wynikami organizacji. IMPLIKACJE: Ogólnie rzecz biorąc, współpraca pracowników okazała się niezbędna do optymalizacji wydajności organizacji, szczególnie podczas ich zaangażowania w zrównoważone praktyki HRM i zarządzanie wiedzą. Na koniec w badaniu zaproponowano kilka praktycznych zaleceń i interwencji dotyczących zrównoważonego zarządzania zasobami ludzkimi, które można wykorzystać w przyszłych badaniach. ORYGINALNOŚĆ I WARTOŚĆ: Badanie dostarczyło dowodów na pięć zmiennych relacji zawartych w modelu. Po pierwsze, wydajność organizacyjna wzrosła dzięki zrównoważonym praktykom ZZL poprzez zarządzanie wiedzą. Po drugie, wydajność organizacyjna wzrosła dzięki zrównoważonym praktykom ZZL poprzez zaangażowanie w pracę. Po trzecie, zaangażowanie w pracę wzrosło dzięki zrównoważonemu zarządzaniu zasobami ludzkimi poprzez zarządzanie wiedzą. Po czwarte, wydajność organizacyjna wzrosła wraz z zarządzaniem wiedzą poprzez zaangażowanie w pracę. Po piąte, wydajność organizacyjna wzrosła dzięki zrównoważonemu zarządzaniu zasobami ludzkimi dzięki zarządzaniu wiedzą i zaangażowaniu w pracę. (abstrakt oryginalny)

PURPOSE: Modern business and global organizations are regularly presented with challenges caused by unpredictable competitive environments. Human resource management (HRM) practices give sustainable opportunities for employees to use their abilities and express their enthusiasm to obtain skills and knowledge and to apply them at the workplace with a view to achieving engaged individuals and increasing organizational performance. This article presents a recent study outcome to examine (i) the mediating role of knowledge management and work engagement and (ii) the effect of sustainable HRM practices on organizational performance. METHODOLOGY: 500 self-reported questionnaires were distributed to Jordanian university lecturers (research population) for data collection. The study data were assessed with structural equation modeling (SEM) using IBM-SPSS-AMOS 25.0. FINDINGS: Two pivotal outcomes were identified: (i) sustainable HRM practices, knowledge management, and work engagement were positively associated with organizational performance; (ii) knowledge management and work engagement played a mediating role in the sustainable HRM practice-organizational performance correlation. IMPLICATIONS: Overall, employee cooperation proved essential to optimize organizational performance, specifically during their engagement in sustainable HRM practices and knowledge management. Finally, the research proposed several practical recommendations and interventions on sustainable HRM for future research. ORIGINALITY AND VALUE: The research has provided proof of five variable relationships contained in the model. Firstly, organizational performance increased with sustainable HRM practices through knowledge management. Secondly, organizational performance increased with sustainable HRM practices through work engagement. Thirdly, work engagement increased with sustainable HRM through knowledge management. Fourthly, organizational performance increased with knowledge management through work engagement. Fifthly, organizational performance increased with sustainable HRM through knowledge management and work engagement. (original abstract)(original abstract)
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Cytowane przez
Pokaż
ISSN
2299-7075
Język
eng
URI / DOI
https://doi.org/10.7341/20231922
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