A Systematic Literature Review of the Impact of Human Resources Management Strategies on Employee’s Performance: Role of Job Embeddedness and Organizational Commitment as Mediator Variables

Abstract

The present study seeks to examine the effectiveness of the practices of Human Resources (HR) on the performance of employees. It explores how job embeddedness and organizational commitment can have a mediation effect on the relation between the HR practices and staff’s performance. Moreover, this study discusses several dimensions of Human Resources Management System (HRMS) such as recruitment, involvement, performance appraisal, compensation, and training. Furthermore, task performance, the efficiency of work and creativity were taken as dimensions of Employee Performance. Data were collected through questionnaires from the participants. The study’s population consisted of 503 employees holding different positions in various sectors. Several results were reached by the study, the most significant of which is the finding that there is a positive relationship between the HRMS and Employee Performance. It was also deduced that an indirect partial mediation effect exists between HRMS and Employee Performance through both job embeddedness and organizational commitment.

Keywords: Human Resource Management strategies, Employee Performance, Job Embedded, Organizational Commitment.

DOI: 10.7176/EJBM/13-20-07

Publication date:October 31^st 2021