CONTEMPORARY AND EMERGING HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE: A SYSTEMATIC LITERATURE REVIEW
Abstract
Purpose of Study: The purpose of this review was to examine how organizations leverage on human resource management practices to sustain their performance in a contemporary business environment characterized by digital transformation, environmental consciousness and shifting workforce demographics.
Problem Statement: With a lack of clear understanding of the mechanisms through which human resource management practices affect organizational performance, there is need to delve into the mediating and moderating mechanism that try to explain this relationship in light of a volatile, uncertain, complex and ambiguous environment.
Methodology: The synthesized research predominantly utilized quantitative, cross-sectional survey designs to examine causal relationships between variables where data was collected was across a diverse array of sectors and regions.
Result: The results of the meta-analysis are categorized into four primary thematic areas: Performance Outcomes, Sustainability and Green Behavior, Psychological and Social Dynamics, and Technological Integration.
Conclusion: Innovative HRM practices enhance job performance though the relationship is often partially mediated by innovative work behaviour, human capital and organizational commitment. Training and development, green human resource management, and psychological dimensions have an influence on the relationship between human resource management practices and organizational performance.
Recommendation: Organizations should hire for attitude and train for skill. Managers should avoid universalistic approaches while organizations should support the formal HR policies through informal innovative or green culture.
Keywords: HRM practices, Organizational Performance, Green HRM, environment
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