The effects of HRM practices on organisational performance in Lebanese banks

Abstract

The purpose of this paper is to study the effects of human resource management (HRM) practices on organisational performance in the Lebanese banking sector, a sector that has been the main pillar of the Lebanese economy for the past 40 years. Twenty-three theoretically based hypotheses have been established that point to potential positive and negative relationships between HRM practices, mediating variables and organisational performance. The results demonstrate that HRM practices strongly affect organisational performance, a deduction that is not only consistent with the results of previous research on the subject, but also indicative of methods that are of ever-increasing significance to long-term development in organisations. This study has provided a new perception into HRM practices and organisational performance, reaching to the core of the role that mediating variables play in the network of relationships.