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Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement

Author

Listed:
  • Shatha Abu-Mahfouz

    (Ph.D. in Business Administration, Assistant Professor of the Department of Business, Management, and Technology, ALFA University College, Malaysia)

  • Mutia Sobihah Abd Halim

    (Ph.D. in Management, Associate Professor of the Department of Business and Management, Universiti Sultan Zainal Abidin, Malaysia)

  • Ayu Suriawaty Bahkia

    (Ph.D. in Management, Senior Manager at Indah Water Konsortium Sdn. Bhd., Malaysia)

  • Noryati Alias, Ph.D. in Management

    (Senior Lecturer at SEGI University, Malaysia)

  • Abdul Malek Tambi

    (Professor of the Department of Business and Management, Universiti Sultan Zainal Abidin, Malaysia)

Abstract

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.

Suggested Citation

  • Shatha Abu-Mahfouz & Mutia Sobihah Abd Halim & Ayu Suriawaty Bahkia & Noryati Alias, Ph.D. in Management & Abdul Malek Tambi, 2023. "Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 19(2), pages 57-97.
    • Handle: RePEc:aae:journl:v:19:y:2023:i:2:p:57-97
    DOI: 10.7341/20231922
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    References listed on IDEAS

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    1. Meryem Aybas & Ahmet Cevat Acar, 2017. "The Effect of Human Resource Management Practices on Employees’ Work Engagement and the Mediating and Moderating Role of Positive Psychological Capital," International Review of Management and Marketing, Econjournals, vol. 7(1), pages 363-372.
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    Cited by:

    1. Anna Florek-Paszkowska & Carlos Arturo Hoyos-Vallejo, 2023. "Going green to keep talent: Exploring the relationship between sustainable business practices and turnover intention," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 19(3), pages 87-128.
    2. Ikhwan H. S. & Ditiya Himawati & Joko Utomo & Etyca Rizky Yanti, 2024. "Design Organizational Health and Organizational Performance through the Workplace Spirituality, Adaptive Innovation Capabilities and Involvement HRM Practices: An Indonesia Cased Study," International Review of Management and Marketing, Econjournals, vol. 14(4), pages 113-121, July.
    3. Faria & Muhammad Usman & Sidra Malik & Muhammad Kariz Kamal & Irtisam Rajput & Huzaifa Ather Rajar & Muneeba Maham & Muhammad Qasim Raza, 2024. "Integrating Triple Bottom Line in HR Practices: Enhancing Organizational Performance in Pakistan's Confectionary Industry," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(3), pages 184-189.

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