Strategic human resource management practices and human capital development: The role of employee commitment

Abstract

This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.

Aspects of Human Capital Management of Healthcare Workforce in the Context of Lifelong Learning: A Rapid Review

“…Authors emphasize that it is important for the health care workforce not only to develop individual knowledge, but also the internalization of tacit knowledge should be practiced. Human capital should be managed through the practice of strategic human resource management, by investing more in human capital through formal education and training (Alolayyan, Alyahya, & Omari, 2021). Second, a combination of skills appropriate to the specifics of the job is important not only for clinicians, but also for managers.…”

“…Outputs can be expressed not only in terms of the quality and safety of clinicians' work but also in the spirit and cohesiveness of the employees (McMahon, 2017) as well as improved workforce commitment (Alolayyan et al, 2021). The more healthcare managers invest in meaningful formal training and organizational programs to enhance employees' skills and competencies related to organizational strategic goals, the less likely employees will leave their organizations or look for another opportunity.…”

“…The more healthcare managers invest in meaningful formal training and organizational programs to enhance employees' skills and competencies related to organizational strategic goals, the less likely employees will leave their organizations or look for another opportunity. And as a result -satisfied and committed employees will be more engaged in training and show more interest in development opportunities (Alolayyan et al, 2021). Employees will develop not only greater devotion towards the organization relating to long-term loyalty, but also their sense of professional mission will improve.…”

HR practices and turnover intention; the mediating role of organizational commitment in Tehran: a cross-sectional study

“…2,33 Employees interpret good HR practices positively and reciprocate with high OC. 3 Examining the impact of HR practices on OC requires a closer look at HRM elements. Because of their unique characters, each factor should be investigated separately because it may have a different impact on OC.…”

“…22,26,28,30 However, several studies also suggested that training may not significantly impact OC; hence it's worth investigating. 3,15,31 Performance appraisal and evaluation. Employee performance is assessed based on several factors, and if performance evaluations are poorly designed and executed, employees will fail to recognise the value of such exercises.…”