Published Paper Details:

In the context of increasing globalization and competitive pressures, organizations are increasingly reliant on effective human resource management (HRM) practices to enhance organizational performance. This study examines the relationship between selected HRM practices--employee incentives, training, selective hiring, job security, and decentralization--and organizational performance, drawing on Strategic Human Resource Management (SHRM) theory and the Resource-Based View (RBV). Data were collected from 430 respondents and analyzed using reliability analysis, correlation analysis, and multiple regression techniques. Reliability results confirmed acceptable to good internal consistency for all constructs. Correlation analysis revealed that all HRM practices were positively and significantly associated with organizational performance. However, multiple regression results indicated that only decentralization and self-managed teams had a significant positive effect on organizational performance when controlling for other HRM practices. Incentives, training, job security, and selective hiring did not show significant positive effects in the multivariate model, with selective hiring exhibiting a significant but negative relationship. The findings underscore the importance of empowerment-oriented HRM practices and suggest that decentralization plays a critical role in enhancing organizational performance.