Exploring the links between human resource practices, employee outcomes and performance at the individual and team levels

IF 5.6 Q1 MANAGEMENT

Asia Pacific Management Review Pub Date : 2025-09-08 DOI:10.1016/j.apmrv.2025.100399

Aneeqa Suhail , Karina van de Voorde , Trui Steen , Cecil Meeusen

{"title":"Exploring the links between human resource practices, employee outcomes and performance at the individual and team levels","authors":"Aneeqa Suhail , Karina van de Voorde , Trui Steen , Cecil Meeusen","doi":"10.1016/j.apmrv.2025.100399","DOIUrl":null,"url":null,"abstract":"<div><div>While the strategic human resource management literature has frequently emphasised the mediating role of employee outcomes in the relationship between human resource (HR) practices and performance, the mediating mechanism is relatively understudied at the team level. This research examines the mediating relationship between motivation-enhancing HR practices, employee outcomes (i.e., job satisfaction and organisational citizenship behaviours), and job performance at both individual and team levels using a sample of 805 doctors from 62 teams in three public hospitals in Pakistan. The findings reveal that all tested relationships are positive and significant at both individual and team levels, except for the relationship between job satisfaction and job performance at the team level. Notably, the strength of the tested relationships differs between individual and team levels. Specifically, we find a stronger relationship between motivation-enhancing HR practices and employee outcomes, but a weaker relationship between employee outcomes and job performance at the team level compared to the individual level. These findings challenge the assumption that employee outcomes mediate the relationship between HR practices and performance in the same way and to the same extent at both the individual and team levels. In addition to its significant theoretical contributions, this study offers practical insights for managers and HR practitioners.</div></div>","PeriodicalId":46001,"journal":{"name":"Asia Pacific Management Review","volume":"30 4","pages":"Article 100399"},"PeriodicalIF":5.6000,"publicationDate":"2025-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Asia Pacific Management Review","FirstCategoryId":"1085","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S1029313225000454","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}

引用次数: 0

Abstract

While the strategic human resource management literature has frequently emphasised the mediating role of employee outcomes in the relationship between human resource (HR) practices and performance, the mediating mechanism is relatively understudied at the team level. This research examines the mediating relationship between motivation-enhancing HR practices, employee outcomes (i.e., job satisfaction and organisational citizenship behaviours), and job performance at both individual and team levels using a sample of 805 doctors from 62 teams in three public hospitals in Pakistan. The findings reveal that all tested relationships are positive and significant at both individual and team levels, except for the relationship between job satisfaction and job performance at the team level. Notably, the strength of the tested relationships differs between individual and team levels. Specifically, we find a stronger relationship between motivation-enhancing HR practices and employee outcomes, but a weaker relationship between employee outcomes and job performance at the team level compared to the individual level. These findings challenge the assumption that employee outcomes mediate the relationship between HR practices and performance in the same way and to the same extent at both the individual and team levels. In addition to its significant theoretical contributions, this study offers practical insights for managers and HR practitioners.

查看原文本刊更多论文

在个人和团队层面探索人力资源实践、员工成果和绩效之间的联系

虽然战略人力资源管理文献经常强调员工成果在人力资源实践与绩效关系中的中介作用，但在团队层面对其中介机制的研究相对不足。本研究考察了激励型人力资源实践、员工成果（即工作满意度和组织公民行为）和个人和团队层面的工作绩效之间的中介关系，样本来自巴基斯坦三家公立医院62个团队的805名医生。结果表明，除了工作满意度与工作绩效在团队层面的关系外，所有被测关系在个人和团队层面都是显著的。值得注意的是，测试关系的强度在个人和团队水平之间是不同的。具体而言，我们发现激励型人力资源实践与员工绩效之间存在更强的关系，但与个人层面相比，团队层面的员工绩效与工作绩效之间的关系较弱。这些发现挑战了员工结果在个人和团队层面以相同的方式和程度调解人力资源实践和绩效之间关系的假设。除了重要的理论贡献外，本研究还为管理者和人力资源从业者提供了实践见解。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Asia Pacific Management Review MANAGEMENT-

CiteScore

8.00

自引率

4.50%

发文量

期刊介绍： Asia Pacific Management Review (APMR), peer-reviewed and published quarterly, pursues to publish original and high quality research articles and notes that contribute to build empirical and theoretical understanding for concerning strategy and management aspects in business and activities. Meanwhile, we also seek to publish short communications and opinions addressing issues of current concern to managers in regards to within and between the Asia-Pacific region. The covered domains but not limited to, such as accounting, finance, marketing, decision analysis and operation management, human resource management, information management, international business management, logistic and supply chain management, quantitative and research methods, strategic and business management, and tourism management, are suitable for publication in the APMR.