Acceso usuarios
Isehaq Ahmed Abdullah Al Balushi, Noor Awanis Muslim, Mohamed Khudari
Purpose: This paper examines the impact of human resource management (HRM) practices on organizational performance, with mediating role of leadership style.
Theoretical framework: This study integrates theoretical perspectives on HRM practices Namely (the recruitment selection process, incentive system, and training & development), Leadership style and organisational performance. The conceptual model for this study was developed based on previous research in the field of HRM practices and leadership styles globally. The conceptual model has HRM practices as an independent variable (IV), Leadership style as a mediator and organisational performance as a dependent variable (DV).
Design/Methodology/Approach: A survey questionnaire instrument was employed to collect data from 156 employees working at sport organisations in Oman. SPSS was used for analysing the data, and Smart-PLS were used to test the proposed hypotheses.
Findings: The result revealed that human resource practices are significantly related to organisational performance. Also, leadership styles mediated the influence of HRM practises on organisational performance.
Research, practical & social implications: The finding of this study provides valuable insights into sport organisations in Oman can enhance their HRM practices to improve organisational performance and achieve their goals. Moreover, it has been recommended that organizations use a leadership style that enhances organizational performance. The results come from a cross-sectional study which was done at the convenience of the researcher. The results may not be generalized across the country. The application of the results to other organisations must be done with maximum care.
Originality/Value: This study adds to the literature on the effectiveness of HRM practices, Leadership style in enhancing organisational performance in a specific context namely the sport organisations in Oman. The study also highlights the mediating role of leadership style in the relationship between HRM practices and organisational performance.
