The Effect of High-Performance Work Practices on Organizational Performance: The Mediating Role of E-Human Resource Management

Abstract

The purpose of this study was to investigate the effect of high-performance work practices on organizational performance of Companies located in Jey Industrial City, Isfahan with regard to the mediating role of E-human resource management. The research population comprised all managers and employees working in human resource management sectors of the target companies from whom a convenience sample of 342 participants was selected based on structural equation principles. The research data were collected employing the High-Performance Workplace Questionnaire (Flood et al., 2008) with 9 items, the Organizational Performance Questionnaire (Katkar & Satt, 2009), with 5 items, and Electronic Human Resource Management Questionnaire (Hooi, 2006), with 9 items. The Cronbach's alpha measures of the the questionnaires were calculated and found to be 0.882, 0.823 and 0.823, respectively. Sstructural Equation Modeling (SEM) was utilized to test the research hypotheses using PLS software. The findings confirmed that organizational performance of Jay Industrial City companies was significantly and positively influenced by high-performance work practices and E-human resource management, however, E-human resource management did not significantly mediate relationship between high-performance work practices and organizational performance.

Keywords

• organizational performance
• e-hrm
• high performance work practices