Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement
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...
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| Format: | Article |
| Language: | English |
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Cognitione Foundation for the Dissemination of Knowledge and Science
2023-01-01
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| Series: | Journal of Entrepreneurship, Management and Innovation |
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| Online Access: | https://jemi.edu.pl/uploadedFiles/file/all-issues/vol19/issue2/JEMI_Vol19_Issue2_2023_Article2.pdf |
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| author | Shatha Abu-Mahfouz Mutia Sobihah Abd Halim Ayu Suriawaty Bahkia Noryati Alias, Ph.D. in Management Abdul Malek Tambi |
| author_facet | Shatha Abu-Mahfouz Mutia Sobihah Abd Halim Ayu Suriawaty Bahkia Noryati Alias, Ph.D. in Management Abdul Malek Tambi |
| author_sort | Shatha Abu-Mahfouz |
| collection | DOAJ |
| description | 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. |
| format | Article |
| id | doaj-art-f1db2854847b4c05a1d2f2daf0d486f2 |
| institution | Kabale University |
| issn | 2299-7326 |
| language | English |
| publishDate | 2023-01-01 |
| publisher | Cognitione Foundation for the Dissemination of Knowledge and Science |
| record_format | Article |
| series | Journal of Entrepreneurship, Management and Innovation |
| spelling | doaj-art-f1db2854847b4c05a1d2f2daf0d486f22025-02-03T10:40:48ZengCognitione Foundation for the Dissemination of Knowledge and ScienceJournal of Entrepreneurship, Management and Innovation2299-73262023-01-01192579710.7341/20231922Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagementShatha Abu-Mahfouz0Mutia Sobihah Abd Halim1Ayu Suriawaty Bahkia2Noryati Alias, Ph.D. in Management3Abdul Malek Tambi4Ph.D. in Business Administration, Assistant Professor of the Department of Business, Management, and Technology, ALFA University College, MalaysiaPh.D. in Management, Associate Professor of the Department of Business and Management, Universiti Sultan Zainal Abidin, MalaysiaPh.D. in Management, Senior Manager at Indah Water Konsortium Sdn. Bhd., MalaysiaSenior Lecturer at SEGI University, MalaysiaProfessor of the Department of Business and Management, Universiti Sultan Zainal Abidin, MalaysiaPURPOSE: 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.https://jemi.edu.pl/uploadedFiles/file/all-issues/vol19/issue2/JEMI_Vol19_Issue2_2023_Article2.pdfsustainable hrm practicesorganizational performanceknowledge managementwork engagementability-motivation-opportunity (amo) theory |
| spellingShingle | Shatha Abu-Mahfouz Mutia Sobihah Abd Halim Ayu Suriawaty Bahkia Noryati Alias, Ph.D. in Management Abdul Malek Tambi Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement Journal of Entrepreneurship, Management and Innovation sustainable hrm practices organizational performance knowledge management work engagement ability-motivation-opportunity (amo) theory |
| title | Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement |
| title_full | Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement |
| title_fullStr | Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement |
| title_full_unstemmed | Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement |
| title_short | Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement |
| title_sort | sustainable human resource management practices in organizational performance the mediating impacts of knowledge management and work engagement |
| topic | sustainable hrm practices organizational performance knowledge management work engagement ability-motivation-opportunity (amo) theory |
| url | https://jemi.edu.pl/uploadedFiles/file/all-issues/vol19/issue2/JEMI_Vol19_Issue2_2023_Article2.pdf |
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