Human Resource Management and Organisational Performance: The Mediating Role of Social Exchange

Abstract

This study seeks to explore the impact of specific set of HRM practice on organisational performance in a Middle Eastern emerging market. It aims to examine the mediating role of social exchange within the healthcare sector in Jordan, which is presently reeling under pressure from the refugee crisis from Syria and neighbouring countries. Both, HR and hospital managers were targeted in all private and public hospitals through two separate questionnaires. We find, as predicted, that recruitment, training, and internal promoting from within have a positive and significant effect on performance. However, contrary to expectations, we found performance appraisal and rewards and benefits not linked with performance. Notably, whilst researchers argue that a better theoretical understanding of the mechanisms describing the relationship between HRM and performance should be developed, the results indicate that social exchange can play an essential role in explaining the HRM‐performance indirect relationship – a result that partly unlocks the elements of so‐called ‘black box’ in HR research. The theoretical and applied implications of these findings are explored.

The Role of Performance-based Rewards and Developmental Performance Appraisal in Promoting Innovative Work Behaviour: The Mediating Roles of Affective Commitment and Knowledge Sharing

“…According to the organizational support theory, which is rooted in SET, employees will perform their tasks and reciprocate in a similar fashion to the way they have been treated (Jabutay and Rungruang, 2021;Mohammad et al, 2021)…”

Peran Manajemen Sumber Daya Manusia Dalam Meningkatkan Kinerja Pelayanan Pada Klinik Pratama

“…Untuk itu, demi mewujudkan SDM yang unggul diperlukan adanya manajemen sumber daya manusia yang tepat untuk mengelola dan mengembangkan SDM di sektor pelayanan kesehatan. Manajemen sumber daya manusia memprioritaskan SDM sebagai salah sumber daya yang harus dikelola secara efektif (Mohammad et al, 2021), hal tersebut mengingat bahwa dengan adaya manajemen sumber daya manusia yang tepat dapat membantu organisasi manapun dalam mencapai kinerja yang unggul dan berkelanjutan (Verburg, 2014).…”

“…Biasanya, setelah membuka rekrutmen karyawan baru, kemudian akan dilanjutkan ke tahap seleksi terhadap berkas-berkas kandidat yang masuk (Verburg, 2014). Proses rekrumen dan seleksi karyawan baru harus dilakukan dengan matang dan sesuai karena keputusan yang diambil akan berpengaruh terhadap kualitas karyawan dan keberhasilan organisasi kedepannya (Mohammad et al, 2021;Phillips & Gully, 2015). Setelah proses rekrutmen dan seleksi selesai, maka perusahaan perlu untuk menempatkan karyawan baru dengan mempertimbangkan posisi pekerjaan yang sesuai dengan kemampuan masing-masing karyawan agar karyawan dapat melaksanakan pekerjaan dengan baik (Sarinah et al, 2017).…”

“…Program pelatihan bagi tenaga kesehatan menjadi salah satu alternatif untuk mengatasi permasalahan terkait kurangnya tenaga kesehatan yang tidak memadai. Program pelatihan yang tepat juga akan mengurangi tingkat turnover karyawan dan otomatis akan memberikan pengaruh positif terhadap kualitas pelayanan rumah sakit (Mohammad et al, 2021). Pelatihan yang dapat diberikan kepada tenaga kesehatan dapat berupa pelatihan yang bersifat wajib maupun pilihan (Singh & Singh Negi, 2013).…”

Human resource practices, employee competencies and firm performance: a 2-1-2 multilevel mediational analysis

“…The role of Human Resource Management (HRM) has received great attention in literature for its outcomes on individuals (Miao et al , 2020; Pak et al , 2019; Chang and Chen, 2011) and organizational outcomes (Darwish et al , 2016; Lu et al , 2015; Guerrero and Barraud-Didier, 2004). While majority of the studies have shown positive impact on firm performance (Mohammad et al , 2020; Akoi and Yesiltas, 2020), others have failed to explore any significant relationships (Cappelli and Neumark, 2001; Guest et al , 2003).…”