Abstract
Higher secondary educational institutions are criticized for deteriorating performance. However, rare studies addressed the declining performance because of Inadequate HRM practices, low commitment, and staff incompatibility with emerging technological trends. This study intends to examine the influence of HRM practices on service innovation and organizational commitment and their subsequent effect on the performance of higher secondary educational institutions. The study also aims to examine the mediational role of service innovation and organizational commitment. The study also investigates the inter-relationship of HRM practices, service innovation, organizational commitment, and organizational performance simultaneously in a single model has not been conducted in higher secondary educational institutions of Pakistan. This study is descriptive, deductive, explanatory, and cross-sectional. Data was collected from 372 staff members working in higher secondary educational institutions, and SEM was used for data analysis. The findings signposted that HRM practices have a positive effect on service innovation and organizational commitment. On the other hand, HRM practices did not have a significant direct positive effect on organizational performance. Moreover, service innovation and organizational commitment positively affected performance and fully mediated the relationship between HRM practices and organizational performance. All the proposed hypotheses were supported except H3. This study offers significant guidelines for educational institutions by predicting the influential factors to improve performance. This study of HRM practices to improve the performance of higher secondary educational institutions with mediating role of service innovation and organizational commitment is a unique theoretical contribution. Consideration of service innovation in education is a noteworthy insight into the literature
Highlights
Better performance of higher secondary educational institutions is indispensable to cover the enrollment gap at the tertiary level of education (UNESCO, 2018)
The value of R2 is .78, which indicates that 78% of organizational performance could be attained by HRM practices, service innovation, and organizational commitment
HRM practices had a positive effect on organizational commitment (H2) (β = .59, p = .001)
Summary
Better performance of higher secondary educational institutions is indispensable to cover the enrollment gap at the tertiary level of education (UNESCO, 2018). Better performance is denoted as accomplishing desired goals, providing quality education, improvement in student competencies, skill development, better exam scores, modern curriculum, and value-added teaching/learning methods (Hunter, 2020). In Pakistan, higher secondary educational institutions face performance issues regarding low enrollment-to-completion ratio, lack of adequate financial resources, lack of staff training, higher absenteeism, outdated teaching methods, low commitment, and lack of professional capabilities (Naviwala, 2016). Educational institutions' survival and consistent performance depend upon maintaining excellent quality, value-added service delivery, up-to-date curriculum, and modern teaching methods (El-Hilali et al, 2015). A dearth of innovation and outdated teaching methods hamper students’ capabilities and hurt the performance of institutions (Bryson et al, 2018) This background information provides a foundation to examine the relationship between HRM practices and organizational performance of higher secondary educational institutions. HRM practices were addressed at university or International Journal of Organizational Leadership 10(2021)
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