HRM Practices and Organizational Performance of Higher Secondary Educational Institutions: Mediating Role of Service Innovation and Organizational Commitment

Abstract

Higher secondary educational institutions are criticized for deteriorating performance. However, rare studies addressed the declining performance because of Inadequate HRM practices, low commitment, and staff incompatibility with emerging technological trends. This study intends to examine the influence of HRM practices on service innovation and organizational commitment and their subsequent effect on the performance of higher secondary educational institutions. The study also aims to examine the mediational role of service innovation and organizational commitment. The study also investigates the interrelationship of HRM practices, service innovation, organizational commitment, and organizational performance simultaneously in a single model has not been conducted in higher secondary educational institutions of Pakistan. This study is descriptive, deductive, explanatory, and cross-sectional. Data was collected from 372 staff members working in higher secondary educational institutions, and SEM was used for data analysis. The findings signposted that HRM practices have a positive effect on service innovation and organizational commitment. On the other hand, HRM practices did not have a significant direct positive effect on organizational performance. Moreover, service innovation and organizational commitment positively affected performance and fully mediated the relationship between HRM practices and organizational performance. All the proposed hypotheses were supported except H3. This study offers significant guidelines for educational institutions by predicting the influential factors to improve performance. This study of HRM practices to improve the performance of higher secondary educational institutions with mediating role of service innovation and organizational commitment is a unique theoretical contribution. Consideration of service innovation in education is a noteworthy insight into the literature.

The key role played by innovation in the talent management and organizational performance relationship

“…This study follows a main stream in the literature that focuses on exploring what impact innovation has on OP (Bahadur et al, 2021;Ode and Ayavoo, 2020). We conclude that strategies centred on TM directly affect OP, albeit thorough innovation, confirming some previous studies (Ferreira et al, 2021;Khan et al, 2022;Nawal et al, 2021;Rasool et al, 2019), and that this can be achieved if we attract, evaluate, develop and retain employees from a TM perspective. The specific model proposed highlights the key value that innovation has in its relationship with performance in organizations.…”

“…On the other hand, innovation in its role as a mediator of organizational performance has already been studied in some previous study (Do et al, 2018;Mai et al, 2022;Mohammed et al, 2021;Obeidat et al, 2016;Rajapathirana and Hui, 2018;Singh et al, 2021;Strychalska-Rudzewicz and Rudzewicz, 2021;Su et al, 2022;Tajeddini et al, 2020) and more specifically between HR and the organizational performance (Ashiru et al, 2022;Ferreira et al, 2021;Khan et al, 2022;Nawal et al, 2021;Rasool et al, 2019). In this way, the new ideas produced by talented and high-performance personnel (Segarra-Cipr es et al, 2019) generate new business opportunities (J€ arvi and Khoreva, 2020), increasing competitive advantage as stated by RBV theory (Barney, 1991;Wernerfelt, 1984;Ode and Ayavoo, 2020).…”

“…Given the above, this study focuses on analyzing what impact TM has on OP, considering the innovation applied by organizations as a mediator (Ferreira et al, 2021;Khan et al, 2022;Nawal et al, 2021;Rasool et al, 2019). This article seeks to bridge two main gaps in the literature concerning TM, innovation and OP.…”

“…To the extent that we manage to align the organization's performance with human resources policies and strategies, we achieve a much more competitive organization (Barney et al, 2011;Mao and Weathers, 2019;Ode and Ayavoo, 2020) where the departments of human resources become key in present and future strategies. Therefore, talking about talent management is talking about a diversity in organizations (Li et al, 2022) capable of generating changes and having an impact on organizational innovation that leads the company to be more competitive over time (Ferreira et al, 2021;Khan et al, 2022;Nawal et al, 2021;Rasool et al, 2019).…”

Improving Organizational Performance With Organizational Culture and Transformational Leadership Through Intervening Organizational Commitment Variables

“…Organizational commitment is very meaningful, good goals, the right strategy, and the encouragement of areas that support it will all be in vain if employee commitment to improving the organization is not present (Sinambela, 2019:81). This finding is in line with research conducted by (Nawal et al, 2021;Macedo et al, 2016;Ramli & Yudhistira, 2018) which states that organizational commitment has a significant positive effect on organizational performance.…”