The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

Abstract

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

The Effect of HRM Practices on Organizational Performance: A Survey of Malaysian State Sports Councils’ Employees

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“…In industrial–organisational psychology and human resource management (HRM), the link between organisational practices of training and development, compensation and employee attitudes has been widely studied (Brayfield & Crockett, 1955; Büssing et al, 1999; Fairbrother & Warn, 2003; Kampkötter, 2017; Uraon, 2018; Van Beurden et al, 2021). Human resource management (HRM) practices primarily aim to motivate employees for higher performance (DeNisi & Smith, 2014; Parayitam et al, 2021; Selvarajan & Cloninger, 2012). Research on the implications of career planning, training and development, performance appraisal and compensation in organisations has been documented (Aruldoss et al, 2022; Lee & Bruvold, 2003; Lumley et al, 2011; Poon, 2004).…”

Impact of Human Resource Management Practices on Organizational Performance: Evidence From the Indian Banking Industry

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