Strategic Human Resource Management Research Articles

STRATEGIC HR MANAGEMENT AND BUILDING OF INTERNATIONAL TEAMS AS A STRATEGY FOR GLOBAL COMPETITIVENESS

Strategic HR management is changing rapidly to address new challenges and issues in today's global marketplace. This paper explores the latest theories and trends in the field, provides insights into the role of cross-cultural competence in strategic HR management, and consequently the importance of aligning HR practices with overall business strategy and building of international teams. It highlights the importance of aligning HR practices with overall business strategy and building international teams. The aim is to underscore the significance of cross-cultural competence across various HR fields and to advocate for its development among HR professionals to enhance organizational performance in the global marketplace. Drawing from a breadth of scholarly work, it underscores the necessity for HR professionals and researchers to stay abreast of current trends and theories in the field. Research indicates that strategic HR management and international team-building require a deep understanding of cultural differences and the ability to manage and leverage diversity. Cross-cultural competence plays a crucial role in various HR fields, including workforce planning and talent acquisition, learning and development, employee relations, succession planning, and diversity and inclusion. The paper emphasizes the significance of cross-cultural competence in each of these areas, highlighting the need to understand cultural nuances, adapt HR practices, and promote inclusivity. By developing cross-cultural competencies, HR professionals can attract, retain, and develop talent from diverse cultural backgrounds, enhancing organizational performance in the global marketplace. A brief methodology description and literature review for further research and discussion proposal is proposed. In conclusion, the article underscores the pivotal role of cross-cultural competence in strategic HR management and advocates for continued research and exploration in this domain to enhance organizational performance and competitive advantage in the global arena.

The Influence of Strategic Human Resource Management and Artificial Intelligence in Determining Supply Chain Agility and Supply Chain Resilience

The aim of this research was to investigate factors that influence logistics firms’ supply chain agility and supply chain resilience. Therefore, an integrated research model based on strategic human resource management and artificial intelligence was developed to determine the agility and resilience of logistics firms. Empirical data were collected from 221 employees working in manufacturing firms in Saudi Arabia. For the data analysis, a structural equation modeling approach was used. The results indicated that joint leadership, employee skills, organizational culture, competitive intensity, human capital development, and artificial intelligence had substantial explained variance R2 of 80% for supply chain agility. Similarly, an importance performance analysis revealed that, within the integrated research model of supply chain agility, the factors of leadership, human capital development, and organizational flexibility had greater importance in determining supply chain resilience. Practically, this research shows that factors like leadership, employee skills, organizational culture, competitive intensity, human capital development, and artificial intelligence are positively associated with supply chain agility and, hence, require policymakers’ attention. The value of this research lies in its integration of artificial intelligence, organizational flexibility, and strategic human resource management to explore supply chain agility and its examination of the impact of these factors on supply chain resilience.

Navigating the Complexity of HR Analytics: A Conceptual Framework for Effective Implementation and Ethical Practice

This paper synthesizes an extensive body of literature to elucidate the challenges and prospects of Human Resources (HR) analytics within modern organizational contexts. Despite HR analytics' potential to revolutionize human capital management through data-driven insights, its adoption is hindered by many complexities, including skill gaps, ethical concerns, and implementation barriers. Our study reveals a significant proficiency in basic analytics competencies within HR yet a stark deficiency in advanced statistical capabilities and strategic integration. The discourse extends to the criticality of context-specific, ethical, and balanced analytics practices, considering the globalizing business environment and the nuanced demands of workforce management. We propose a comprehensive conceptual framework addressing these multifaceted challenges, underlining the importance of accurate, integrated, accessible employee data, managerial support, and robust HR information technology. The framework emphasizes developing analytical competencies, fostering organizational culture conducive to data-driven decision-making, and meeting ethical standards. The implications of our findings are twofold: enhancing organizational effectiveness through informed HR strategies and advocating for a paradigm shift towards ethical, strategic, and competent HR analytics practices. This study contributes to the strategic HR management literature by providing a structured approach to overcoming the prevalent challenges in HR analytics and setting a foundation for future empirical research.

The Impact of Ability, Motivation and Opportunity-Enhancing SHRM on Employee Performance: Moderating Role of Digital Transformation

Objective: The aim of current study is to find out the impact of strategic Human resource management (SHRM) activities on employee performance, to inspect the role of digital transformation as moderator between SHRM activities and employee performance, to examine the authenticity of AMO (Ability, motivation, opportunity) theory in the context of aviation sector of Saudi Arabia. Methodology/Data collection: Current research is cross-section study and quantitative in nature. For the data collection a well-established questionnaire is developed on the base of previous literatures. Sample of 330 participants is selected from Saudi aviation sector from May to August 2023. After the data collection, partial least squares structural equation modelling (PLS-SEM) method is adopted by using SmartPLS application. Findings: The study found that among the activities of strategic human resource management, ability has positive and significant relationship with employee performance. Furthermore, motivation also has a positive and significant relationship with employee performance. However, work engagement and opportunity do not have direct relationship with employee performance. The digital transformation plays a moderating role to make positive link between motivation and opportunity with employee performance of aviation workers in Saudi Arabia. Limitation/Implementation: This study has practical, theoretical as well as empirical importance. The results of current research are not limited to Saudi Aviation sector but this framework can be used in different sector for enhancing the employee performance. In spite of, the importance of current study in the field of management, this study is limited to Saudi Arabia. This study used small sample size and data is collection on point of time. Originality/ Value: with the best of author’s knowledge, current study is first attempt to explain the SHRM activities to explain the employee performance in aviation sector of Saudi Arabia especially in the context of Saudi as well as Flynas airline. The finding of study will have great contributions for making the strategies regarding to enhance the performance of employee. Therefore, current research is beneficial for policy makers, aviation administration, society and researchers.

Building cooperative and high-performance organizations with high-performance work systems: the role of firm age and industry dynamism

Although numerous empirical studies have linked human resource (HR) management systems, including systematic HR practices, such as high-performance work systems (HPWS), to superior organizational performance, our understanding of how these benefits vary among firms operating under different levels of environmental uncertainty is limited. By integrating insights from organizational theory, strategy, and strategic human resource management (SHRM), I theorize that an organization’s internal and external environments—specifically firm age and industry dynamism—modulate the benefits derived from HPWS. Utilizing longitudinal data encompassing 1,585 firm-year observations across five waves from 2009 to 2017, I demonstrate that the positive impact of HPWS on organizational performance is most pronounced for younger firms in highly dynamic industries. Conversely, for older firms, this positive effect weakens as industry dynamism increases. Additionally, I discovered that cooperative norms serve as a crucial mediating mechanism. My findings mark a significant advance in our understanding of when and how firms, amidst varying degrees of environmental uncertainty, reap differential benefits from HPWS—especially through the mediation of cooperative norms.

Do employees and firms benefit from autonomous work practice? Curvilinear effects on collective turnover and productivity of firms

The present study focuses on the opportunity dimension of the ability–motivation–opportunity framework and explores the implications of autonomous work practice (AWP) for the collective turnover and productivity of firms. Given the trade-offs between the costs and benefits of AWP and its potential double-edged sword effects, we adopt the interdisciplinary perspective on job design (i.e. mechanistic and motivational models) as basis to theorize the curvilinear effects of AWP. We further hypothesize the interaction between AWP and work flexibility, consistent with the internal fit perspective of strategic human resource management. The current framework is validated by analyzing multisource, time-lagged data collected from 1,240 firms over a two-year period. The analysis confirms the hypothesized curvilinear effects of AWP, in which collective turnover is low only when the level of AWP is moderate. The detriment of a high level of AWP on increasing collective turnover is amplified for firms with low work flexibility. By contrast, firm productivity is high when the AWP level is either low or high, and the benefit of a high level of AWP on increasing productivity is pronounced for firms with high work flexibility.

The Literature Review Analysis of The Human Resources Development in The Industry Era 4.0 Towards The Era of society 5.0

Since the beginning of the First Industrial Revolution (Industry 1.0), humans have realized the potential of technology as a tool for sustainable progress from time to time. During the Second Industrial Revolution (Industry 2.0), manufacturers began to switch to using electricity for assembly lines and mass production, which started in the 1870s. Then, with the application of electronic and information technology (IT), the concept of automation in the manufacturing industry was introduced during the Third Industrial Revolution (Industry 3.0) in the 1970s. In the context of the Fourth Industrial Revolution (Industry 4.0), the rapid progress of digital technology has changed the industrial world significantly, giving birth to what is called Industry 4.0. At this time human nature is increasingly complex in adapting to rapid change. However, along with advances in technology, new challenges have emerged in managing human resources effectively. Along with the Industrial Revolution, a new concept emerged known as Society 5.0, which encourages the integration of technology and social life outside of society. In the Society 5.0 era, society is expected to be able to quickly adapt to technological advances while maintaining human dignity in their professional lives. Therefore, it is important to understand how human evolution can adapt to this new paradigm. This research aims to explore the development of human resources in the context of the transition from Industry 4.0 to Society 5.0. This research uses the Systematic Literature Review (SLR) research method, which explores the development of human resources in facing the era of society 5.0, which is then prepared as a basis for determining strategic management of human resources using the PRISMA pattern. The research results show that there are implications for human resource management, organizational leadership, and job development in facing the challenges of Industry 4.0 and maximizing the opportunities provided by Society 5.0.

Framing a strategic, stakeholder and contextual view of employee assistance programmes: A systematic review and an integrated conceptual model

AbstractScholars across disciplines (e.g., medicine and health, human resource management, organizational behaviour) have paid increasing attention to employee assistance programmes (EAPs) over the past 40 years. Our study systematically reviewed 327 EAP studies published in peer‐reviewed journals from 1980 to December 2021. We provided both descriptive and thematic analyses of this body of literature. We revealed that existing research has not paid sufficient attention to the role of multiple stakeholders, the importance of context and the strategic nature of EAPs, all of which are critical to EAP effectiveness. To fill these gaps, we develop an integrated conceptual model for EAP research that highlights the stakeholder perspective, strategic human resource management and contextual approach. We argue that EAPs cannot yield desirable outcomes without three forms of ‘strategic fit’: the internal fit between EAPs and a bundle of HR strategies; the organizational fit between EAPs and business strategies; and the environmental fit between EAPs and the environmental contexts. We suggest that employees and other diverse stakeholders should proactively engage in the EAP process to achieve mutual gains.

Quality Analysis in Psychology Research on Human Resource Management in the Manufacturing Industry

This bibliometric study explores the quality of research in psychology concerning Human Resource Management (HRM) practices within the manufacturing industry. With a focus on assessing trends, patterns, and gaps in existing literature, the study employs a systematic approach to evaluate the depth and rigor of scholarly inquiry. Through a comprehensive analysis of publication metrics, including citation counts, authorship patterns, and thematic clusters, key insights emerge regarding the state of HRM research in manufacturing. Findings reveal a dynamic landscape characterized by diverse thematic clusters, ranging from the psychological dimensions of HRM to strategic practices and organizational behavior. While certain areas receive significant attention, such as psychology, strategic HRM, and HRM practices, others, including human capital management and industrial relations, are relatively underexplored. This study highlights the importance of addressing methodological inconsistencies and theoretical gaps to advance both theoretical development and practical implications in HRM research within the manufacturing sector.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

ANALYSIS OF THE APPLICATION OF MALCOLM BALDRIGE CRITERIA (MBCFPE) TO BUSINESS ACTORS IN INDONESIA

This research explores the challenges and opportunities for Micro, Small and Medium Enterprises (MSMEs) in Indonesia, focusing on the implementation of the Malcolm Baldrige Criteria for Performance Excellence. Although the MSME sector in Indonesia is very large, limited capital, access to technology, and market reach hinder their competitiveness against larger companies. Along with that, the proliferation of online media adds complexity to the business landscape, demanding rapid adaptation. Strategic human resource management is emerging as a critical factor for long-term organizational development. The research uses the Malcolm Baldrige Award as a benchmark for performance appraisal, which includes leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and results. The study sampled six businesses, revealing the varying impact of these criteria on their performance. Key findings highlight the key role of leadership and customer-focus in influencing MSME outcomes, while other criteria show mixed and sometimes less significant effects. Full implementation challenges include a lack of a clear vision-mission statement, lack of organizational structure, and limited emphasis on product innovation. The research concludes with recommendations for MSMEs in Indonesia, emphasizing the importance of developing a clear vision, improving organizational structure, and increasing focus on innovation. These findings provide deep insight into the dynamics of MSMEs and offer strategic direction to navigate Indonesia's evolving business landscape.

Modern Technologies of Strategic HR Management in the Conditions of Innovative Development of Entrepreneurial Structures

In an era of rapid change and the introduction of new technologies, effective personnel management is becoming a key element in the successful development of business structures, and innovative technologies are becoming an integral part in strategic personnel management, optimizing current management processes and creating adaptive, high-performance and innovation-oriented teams. They help companies not only attract, develop and retain talent, but also create innovative corporate cultures capable of continuous growth and transformation. The purpose of researching innovative technologies in strategic personnel management is related to identifying the potential of innovative technologies to improve business processes, increase efficiency, create a favorable environment for employees and ways of their optimal implementation to achieve strategic goals in business structures. The article proposes an interpretation of the concept of “innovative technologies in strategic personnel management”. The methods of finding work for unemployed citizens in the Kyrgyz Republic for the period 2012–2021 are analyzed. Innovative technologies in strategic personnel management are considered, such as business process automation, artificial intelligence, cloud HR platforms, learning management systems, gamification and virtual reality, communication platforms that open up new prospects for creating progressive and flexible work environments. The advantages and disadvantages of introducing innovative technologies in strategic personnel management in the conditions of innovative development of business structures are highlighted. It is noted that the choice of innovative technologies should be based on the resources available in the business structure and the basic tasks of the strategic personnel management system. A combination of technologies is recommended that collectively increase the effectiveness of the strategic personnel management system in innovative development.

Mapping the evolution of algorithmic HRM (AHRM): a multidisciplinary synthesis

High levels of confusion persist around the term “algorithm” in general; and in addition to this, there is also conceptual confusion around the application of algorithms to human resource management (HRM) strategy and functions. Although there are several systematic reviews of various algorithmic applications to HRM and many of its functions, no comprehensive evolutionary map of the emergent field of algorithmic HRM (AHRM) could be found in the academic literature. This study has dual aims. The first is to provide conceptual clarity for the field of AHRM, and the second is to map the evolution of AHRM from 2000 to 2022. To address the first aim, we conduct a multidisciplinary synthesis of the concepts related to algorithms which results in a General Framework for Algorithmic Decision-Making. This framework then informs the empirical part of the study which addresses the second aim. A science mapping review is employed to chart and assess the extant literature on algorithmic HRM from 2000 to 2022. This study presents a General Framework for Algorithmic Decision-Making across all business functions and then a Framework for Algorithmic AHRM Tools. This provides conceptual clarity and distinguishes between automated and augmented HR decision-making. Findings also reveal the multidisciplinary nature of this emergent field of inquiry and point to current research, which focuses on specialized applications for HR functions such as workforce planning, learning and development, allocation and scheduling, and recruitment; but lacks emphasis on more integrative strategic HRM contexts. The study also has implications for organizational strategic decision-making. HR practitioners may need to form project teams with their information technology (IT) and data analyst colleagues when making strategic decisions about algorithmic applications for HR strategy and HR functions. This also lends itself to future research with multidisciplinary research teams including HR researchers along with computer scientists, computational engineers, and data analysts.

Aligning academic career management in the evolving landscape of Cambodian public universities

PurposeThis study examines the management practices and alignment features needed to develop academic staff’s careers, mainly focusing on teaching competencies in the evolving landscape of Cambodian public universities.Design/methodology/approachA multiple-case research design was adopted to collect data from interviews with 11 academic leaders and focus-group discussions (FGDs) with 13 academic teachers at two public universities in provincial Cambodia. A thematic approach was performed to code and analyse data to address the research questions.FindingsThis study found that the management of academic careers in the selected universities was hybrid, deregulating state control to relative institutional autonomy for contracted employees but rather centralised management for civil servants. However, weak institutional leadership and negligence in formulating comprehensive institutional guidelines for strategic human resource management (HRM) have caused misalignments of management practices to develop academic careers in the studied contexts.Research limitations/implicationsThis case study limits its findings to two universities in provincial Cambodia. Nevertheless, this study adds to the scarce literature on the research topic in Cambodian public universities and opens a path for cross-institutional and national comparative studies on similar foci.Originality/valueThis is a ground-breaking study set in the evolving space of Cambodian public higher education, where attention to the research area remains limited.

Greening university practices: empowering eco-conscious behavior, transforming sustainable culture, and shaping greener institutional awareness through strategic green HRM initiatives

Green human resource management practices are widely accepted and are essential for encouraging sustainable behavior in organizations. We aimed to ascertain the relationship between employees' eco-friendly behavior and Green HRM practices by employing environmental awareness as a mediator. we analyzed and tested the suggested model Employing the PLS-SEM method through SmartPLS 4. The current study employed a quantitative research approach to collect data from 346 actual respondents. From six major public universities in Afghanistan, these participants were selected randomly. Based on the investigation, it was shown that green recruitment and selection, green training and development, green performance management, and green reward and compensation possessed a positive impact on employees' eco-friendly behavior. Additionally, environmental awareness promotes eco-friendly conduct among the staff. The research provides updated outcomes showing that, through the partially moderating impacts of environmental awareness, green HRM practices in Afghanistan's public universities both directly and indirectly influence employees' eco-friendly behavior. The current study is noteworthy since it provides fresh insights into green HRM. Additionally, by examining these relationships and assessing the mediation effects, this work adds to the amount of literature already accessible on environmentally friendly behaviors. Furthermore, current research makes a practical contribution to public universities by suggesting guidelines on how to increase academicians' awareness of green HRM practices, enhance eco-friendly behavior at work, and develop environmentally friendly behavior.

When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance

AbstractRecently, scholars in strategic human resource management have attended to internal dynamics that give rise to variability within organizations. Given that workplace politics is an inherent and inevitable part of organizational life, this study investigates the interplay of organizational politics (OP) and an individual's political skill (PS) in shaping the relationship between high‐performance work systems (HPWS) and employees' performance behaviors. Utilizing multilevel, multisource data collected in two phases from 187 employees nested within 47 workgroups, we explore cross‐level three‐way interaction effects involving group‐level HPWS, OP, and individual‐level PS on task performance and organizational citizenship behaviors. The results reveal that the positive impact of HPWS is more pronounced among individuals with strong PS when OP is low. Conversely, in high OP environments, the HPWS–performance relationship becomes negative for those with poor PS, while individuals with strong PS continue to exhibit positive outcomes. These findings contribute to a deeper understanding of the intricate and nuanced nature of the HPWS–performance relationship.

The devolution of human resource management responsibilities to line managers: a multi-level analysis of contextual influences

Patterns of devolution of human resource management responsibilities to line managers vary significantly, giving rise to the important question of what accounts for such variability in the assignment of these responsibilities. Building on theoretical insights from both contextual strategic human resource management and structural contingency theory, we conceptualise the combined role of both proximal and distal factors in the form of institutional, competitive, and heritage-based mechanisms in accounting for variations in devolution. Then, employing data from 5918 organisations across 35 countries, we test our ideas using multi-level modelling. We find that competitive and heritage mechanisms, as more proximal influences, offer explanatory power, while the more distal institutional factors included in our analysis do not reach significance. Our work underscores the importance of theorizing the role of multiple, co-occurring proximal and distal multi-level influences when seeking to unearth commonalities and differences in the uptake of devolution in different contexts. This study also complements the predominant managerialist view on the assignment of human resource management responsibilities to line managers commonplace in the literature.

The relationship between strategic human resource management, green innovation and environmental performance: a moderated-mediation model

This study investigates the impact of strategic human resource management (SHRM) on fostering green innovation and enhancing environmental performance among employees in the Asia-Pacific region. In the context of intensifying competition in the industrial sector, it is essential to understand how SHRM influences employees’ innovative capabilities and their alignment with environmental goals. Our research suggests that effective SHRM strategies can significantly increase self-efficacy and stimulate green innovation, thus reinforcing the alignment between individual and organizational environmental objectives. To empirically test these hypotheses, we conducted a survey of 487 employees and used Smart-PLS 4.0 for structural equation modeling. This method allowed us to examine both the mediating and moderating effects within our model. The results indicate that self-efficacy mediates the relationship between SHRM practices and green innovation, while person-organization fit significantly moderates the relationship between green innovation and environmental performance. This study offers novel insights into how SHRM can promote environmental consciousness and innovation within organizations. By underscoring the roles of self-efficacy and person-organization fit, our research enriches the broader scholarly dialog on strategic human resource management and its environmental implications.

How important is a high-performance work system to improve branch-level performance?

Purpose This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector. Design/methodology/approach Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study. Findings Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance. Research limitations/implications The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance. Originality/value Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.