Strategic HR Management: Bridging Organizational Goals and Employee Performance

Abstract

This study empirically investigates the impact of Strategic Human Resource Management (SHRM) practices on employee performance, emphasizing the mediating role of goal alignment and the moderating effect of organizational culture. Drawing upon the Resource-Based View (RBV) and Strategic Alignment Theory, the study posits that effective SHRM practices bridge the gap between organizational goals and employee outcomes. Data were collected through a structured questionnaire from 240 employees across banking, education, telecommunications, and manufacturing sectors in Jordan. Structural Equation Modeling (SEM) was employed to test the hypothesized relationships. Results reveal that SHRM practices significantly enhance employee performance, with goal alignment partially mediating this relationship. Moreover, organizational culture strengthens the positive effects of SHRM practices on employee performance. The findings underscore the critical role of aligning HR strategies with organizational objectives and fostering supportive organizational culture to achieve sustainable competitive advantage. This study contributes both theoretically and practically to the understanding of how strategic HR initiatives translate into measurable employee and organizational outcomes in emerging economies.