Abstract
From the works of scholars in the field of Human Resource Management (HRM), conceptualization establishes that Human Resource (HR) Flexibility is important in a firm’s sustainability. Skill flexibility, behavior flexibility, and HR practice flexibility have been acknowledged in the literature as the dimensions of HR flexibility with a significant impact on performance for the sustainability of firms in today’s turbulent environments. This paper explores the moderation role of Female Leadership (FL) between HR Flexibility (HRF) and Firm Performance (FP). Furthermore, the authors also investigate the individual effect of skill, behavior, and HR practice flexibility moderated interaction of Female leadership on performance of firms. Data was collected using a questionnaire as an instrument from 202 HR managers in Ghana. Using correlation and regression analyses to test for the interaction modeling, the hypotheses of the study are tested. The results confirm a moderation of Female leadership on the relationship between HR Flexibility and firm performance. The findings revealed that there is a positive effect of HRF on firm performance (HR-related and Market-related outcomes) which is reinforced by the moderator. The results reached in this paper contribute to the literature of HR flexibility on firm performance. The paper brings insight to the strategic role of Female leadership, so far as flexibility is concerned for higher organizational capability.
Highlights
Every firm works towards its performance and to be leading in whatever industry it finds itself
The results show the moderation ability of Female leadership as a reinforcement to the Human Resource Flexibility (HRF) and Firm performance relationship
Global competition facing organizations in today’s world to be performant and thrive is imperative to employ Human Resource (HR) Flexibility as a strategic tool [6]. These results underscore the importance of HR flexibility
Summary
Every firm works towards its performance and to be leading in whatever industry it finds itself. Human Resource Flexibility (HRF) is a key gradient in the achievement of excellence in the operations of a firm which helps to strategically anticipate and respond promptly to the changes that are surrounded by the business environment [1,2,3]. Ghana is one of the fastest-growing economies in Africa with industrial development in the various sectors being key in the acceleration and sustainability of this economic growth, with the aim of contributing to changing the country’s current income level of lower middle income as described by the World Bank with a GDP of $66.984 billion as at 2019. The various firms in different sectors in the economy are surrounded by growing competition, waning operational proceeds, dismissals, enterprise closures and merges, as well as an ever-high-level degree of uncertainties, organizations need to possess the ability to familiarize to instabilities in demand and to changes in their environment in order to survive or attain success. The concept of flexibility has established freedom for businesses to think, experience, and act to achieve organizational targets and objectives without pushing considerable stress on reaching only the financial goals of the organization as researchers have proposed it as a
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