Human Resource Practices and Organizational Effectiveness: The Influence of Social Support and Employee Well-being
DOI:
https://doi.org/10.47067/ramss.v8i4.647Keywords:
Human Resource Practices, Organizational Effectiveness, Social Support, Employee Well-being, High-Performance Work Systems, Job Satisfaction, Perceived Organizational SupportAbstract
This study investigated the influence of human resource practices (HRPs) on organizational effectiveness, with a focus on the mediating roles of social support and employee well-being. A quantitative research approach was employed, using a structured questionnaire to collect data from 247 employees across three major Pakistani universities: University of the Punjab, Lahore; Lahore University of Management Sciences (LUMS); and University of Karachi, Karachi. The SPSS and SmartPLS were used to provide descriptive statistics, regression, and ANOVA analysis. The findings showed that HRPs play a significant positive role in organizational effectiveness (B = 0.672, b = 0.645, p < 0.001, R2 = 0.416), and the social support by supervisors, peers, and the organization has a strong positive contribution to the well-being of employees (Supervisor Support: b = 0.389, Peer Support: b = 0.292, Organizational Support: b = 0.212, R2 = 0.51 Moreover, it was determined that social support and the well-being of the employees mediated the correlation between the HRPs and the organizational effectiveness, and that the model of the overall mediation is statistically significant (F = 102.48, p < 0.001). Such results indicate the significance of positive workplaces and emphasize the necessity of organizations to combine HR practices with social support and wellness programs to achieve the maximum performance and ensure employee engagement.
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