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The study investigates how employee performance is affected by HRM (human resource management) procedures. The study also determines how organizational culture mediates the relationship between employee performance and HRM practices. Survey questionnaires were used in this study’s quantitative research methodology to collect data. A total of 420 samples were used for data analysis, resulting in a 96.7% response rate. PLS-SEM, or partial least squares structural equation modelling, was used. The results showed that employee job performance was significantly and favorably impacted by HRM capabilities, particularly training and development, job security, and compensation and rewards. Additionally, employees’ job performance is significantly and favorably impacted by organizational culture. The path coefficient value consequently got closer to + 1, suggesting a strong positive correlation. Additionally, the relationship between HRM capability and employee job performance is mediated by organizational culture. Accordingly, the results imply that organizational culture plays a significant mediating role in improving workers’ job performance.

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Mediating Role of Organizational Culture on the Relationship Between Human Resource Management Practice and Employee Performance: Empirical Research from the UAE

  • 章节

  • 发表日期：

    2025年

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  • Abdulqader Alawi Ahmed Alafeefi,
  • Zuhriah Ebrahim

摘要

The study investigates how employee performance is affected by HRM (human resource management) procedures. The study also determines how organizational culture mediates the relationship between employee performance and HRM practices. Survey questionnaires were used in this study’s quantitative research methodology to collect data. A total of 420 samples were used for data analysis, resulting in a 96.7% response rate. PLS-SEM, or partial least squares structural equation modelling, was used. The results showed that employee job performance was significantly and favorably impacted by HRM capabilities, particularly training and development, job security, and compensation and rewards. Additionally, employees’ job performance is significantly and favorably impacted by organizational culture. The path coefficient value consequently got closer to + 1, suggesting a strong positive correlation. Additionally, the relationship between HRM capability and employee job performance is mediated by organizational culture. Accordingly, the results imply that organizational culture plays a significant mediating role in improving workers’ job performance.