Impact of human resource development (HRD) practices on pharmaceutical industry’s performance

Abstract

Purpose The purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected pharmaceutical industries. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRD practices influence organizational performance through their impact on employee performance. The study further revealed that employee performance mediates the association between HRD practices and organizational performance. Research limitations/implications The research was undertaken in the pharmaceutical industry and the analysis is based on cross-sectional data, which cannot be generalized across a broader range of sectors. Practical implications The findings of the study have the potential to help policy makers, stakeholders and management of pharmaceutical industries in adopting properly and well-articulated HRD practices to enhance the quality of human capital and create sustainable competitive advantage. Originality/value This study extends the literature by adducing evidence empirically that employee performance mediated the association between HRD practices and organizational performance of the pharmaceutical industry in Ghana.

Reshaping HRD in Light of the COVID-19 Pandemic: An Ethics of Care Approach

“…The disruptive impact of COVID-19 offers the opportunity to renew HRD in line with frameworks such as the United Nations sustainable development goals (Zarestky & Collins, 2017). For too long, HRD has been complicit in managerialist agendas that have focused on resource optimization and the pursuit of sustainable competitive advantage to the exclusion of environmental and societal considerations (Adhikari, 2010; Clardy, 2008; Otoo et al, 2019). Indeed, it can be argued that investments in workplace learning have often been framed exclusively in terms of twin goals of increasing profit and performance (Park & Jacobs, 2011).…”

Human Resource Management Practice in Lithuania: Evidences and Challenges

“…Training and development. When analysing training and development many researchers take them as one integral human resource development practice (Otoo et al, 2019, Otoo andMishra, 2018). Others (Ensour and Kharabsheh, 2015;Bilan et al, 2017;Susomrith et al, 2019) have pointed out to the differences.…”

“…Nature of business in call centres and customers' segment orientations were the most important factors defining differences in T&D. Several analyses using Structural Equation Modelling made by Otoo and his associates showed the importance of HRM practices, including training and development on organizational performance and its effectiveness. Their research findings suggest that HRM practices, notably training and development interven-tions affect organizational performance through the mediating effect of employees' performance and their competencies (Otoo et al, 2019;Otoo and Mishra, 2018).…”

Competitive Priorities, Employee Management and Development and Sustainable Manufacturing Performance in Asian Organizations

“…Among human resources activities, the management and development of employees have received some attention in the literature. The development of human resources is typically carried out to improve the capabilities of employees to enable them to achieve a desired performance [39][40][41][42][43]. Specific interventions that have been identified as central to the development of employees and their competencies include training, career development and performance appraisal [44].…”