The impact of high-performance human resource practices on the research performance and career success of academics in Saudi Arabia

Abstract

PurposeThis paper explores the impact of high-performance human resource practices (HPHRPs) on the research performance and career success of academics.Design/methodology/approachSurvey data was collected from 586 faculty members in the five largest public universities in Saudi Arabia.FindingsThe findings suggest that the HPHRPs of internal mobility and recognition had a strong impact on faculty members' career success and that these relationships were mediated by research performance. In addition, the study also found that the HPHRPs of training and recognition positively influenced research performance, while, surprisingly, the HPHRPs of participation in decision-making were found to have a negative effect on faculty members' research performance.Originality/valueThis study is original in combining research in human resource management (HRM) and career studies to develop a model that explains academic research performance and career success from the lens of HR practices. The results also provide leaders in Saudi Arabia's public higher education sector with empirical data on the impact of HPHRPs on academic research performance and career success.