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The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

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  • Satyanarayana Parayitam
  • Shaik Mohamed Naina
  • Timothy Shea
  • Abdul Hameed Syed Mohideen
  • Alex Aruldoss

Abstract

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Suggested Citation

  • Satyanarayana Parayitam & Shaik Mohamed Naina & Timothy Shea & Abdul Hameed Syed Mohideen & Alex Aruldoss, 2025. "The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India," Global Business Review, International Management Institute, vol. 26(3), pages 796-822, June.
    • Handle: RePEc:sae:globus:v:26:y:2025:i:3:p:796-822
    DOI: 10.1177/09721509211037209
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