THE EFFECTS OF SUSTAINABLE HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE PERFORMANCE: THE MODERATING ROLE OF ORGANIZATIONAL COMMITMENT

Abstract

The article aimed to examine moderating effects of organizational commitment between sustainable human resources practices and the performance of employees. Human resources management (HRM) practices and employees commitment leading to enhance employee performance were fragmented and tangled in resource-based view which needs exploration. This study intends to measure the effect of recruitment and selection, training and development, compensation and rewards and performance appraisal on employee performance. The researchers have selected the cross-sectional research design. Instruments were validated over Cronbach's alpha and exploratory factor analysis using the average variance extracted and composite reliabilities values. It was found that organizational commitment act as a moderator between the human resources practices and employee performance. This study is a valuable extension of the resource-based view theory, HRM practices and performance over commitment as a moderator. This study successfully validated RBV theory in Pakistan’s context by providing significant outcomes.