The mediating role of leadership and people management practices on HRD and organizational performance |
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| Authors: | Meera Alagaraja Denise M. Cumberland Namok Choi |
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| Affiliation: | 1. Organizational Leadership and Learning, College of Education and Human Development, University of Louisville, Louisville, KY, USAmeera.alagaraja@louisville.edu;3. Organizational Leadership and Learning, College of Education and Human Development, University of Louisville, Louisville, KY, USA;4. Evaluation, College of Education and Human Development, University of Louisville, Louisville, KY, USA |
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| Abstract: | Drawing upon prior research, we identify strategic value and transaction effectiveness as two significant HRD contributions and examine their dyadic effect on leadership and people management practices, and influence on firm performance. Results of path analysis on 138 participants supported the dyadic effect hypothesis. More significantly, we found leadership and people management practices as a significant predictor on the relationship between strategic value and organizational performance, which suggests that organizational performance is affected by the combined effect of leadership and people management practices. A key implication of this research is that where organizations had effective leadership and people management practices, both types of HRD contributions – strategic value and transaction effectiveness – significantly enhanced firm performance. |
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| Keywords: | HRD strategic value transactional effectiveness leadership organizational performance people management practices |
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