The mediating role of employee-oriented human resource policy in the relationship between strategic human resource management and organisational performance

Abstract

The relationship between strategic human resource management and organisational performance has been widely discussed in the literature. However, very little research explores the precise mechanism of this relationship. This paper aims to examine the influence of strategic human resource management on organisational performance, introducing employee-oriented human resource policy as a potential mediator. The developed mediation model is empirically verified based on the data collected from 264 managers working in profit-oriented organisations in Poland. Factor analysis has been used to verify constructs (strategic human resource management, employee-oriented human resourcepolicy, and organisational performance), and regression analysis has been used to verify the proposed model. The findings of the study suggest that employee-oriented human resourcepolicy mediates the relationship between strategic human resource managementand organisational performance. The results of the study can help contemporary managers to understand how to develop and implement human resource management solutions aligned with an employee-oriented approach to human resource policy including development programmes, pay systems, performance appraisal, planning and succession plans, as well as the recruitment and selection of candidates.This research conceptualises and tests anovel strategic human resource management-based model of organisational performance with employee-oriented human resource policy as a mediator.