Abstract
It is essential for organizations to invest and improve employee outcomes to enhance organizational competitiveness and growth in today's world. However, most organizations place management objectives above the career competencies of employees. Therefore, this study investigated 1. the effect of high-performance work practices on employee career competencies in the banking industry. 2. the mediating effect of employee career competencies on the relationship between high-performance work practices and employee outcomes in the banking sector. The study adopted a quantitative approach with a total of 340 respondents from various banks in Tanzania. The data was analyzed using Covariance Based Structural Equation Modelling (CB-SEM). The results of the finding indicate that high-performance work practices have a significant effect on employee career competencies. Similarly, employee career competencies significantly impact service quality, creative performance, and extra-role performance in banks. Also, employee career competency does not mediate the relationship between high-performance work systems and service quality in the banking industry.
Highlights
Strategic human resource management (SHRM) has researchers assessing the conceivable share of using high-performance work systems (HPWSs) as a method to expand an organizations’ competitive advantage [1–4]
This study examines why HPWPs affect employees’ career competencies
We investigate whether employee career competencies influence employee service quality, creative performance, and employee extra-role performance in the banking sector
Summary
Strategic human resource management (SHRM) has researchers assessing the conceivable share of using high-performance work systems (HPWSs) as a method to expand an organizations’ competitive advantage [1–4]. HPWS refers to an interconnected group of HR policies and practices that involves thorough selective staffing, general training and development, incentive rewards, good work-life balance, adequate empowerment, job security and, great career opportunities, which are calculated to improve employees’ career competencies and achieve organizational objectives [1, 5–9]. The preceding HPWS study has displayed a relationship between employee well-being and organization performance [1, 10, 11]. The new HPWS research is often critiqued for its extensive management-centric viewpoint, prioritizing objectives over employee well-being [12]. This viewpoint is apparent in its limited.
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