The Role of Knowledge Management in Linking High-Performance Human Resource Practices to Organizational Performance: Proposing a New Conceptual Model

To begin with, of the most important factors that affect organizational performance is human resources. Although strategic human resource management (SHRM) research has established a significant relationship between high-performance human resource practices (HPHRPs) and firm-level financial and market outcomes, few studies have considered the important role of HPHRPs in enhancing mechanisms resulting improved firm performance. According to researchers, bundles of practices is more effective than mere one practice, moreover, most early works on HPHRPs examine only the direct relationship between a set of management practices and performance outcomes. Though, our purpose is to this study some less discussed factors that may cause positive linkages between high-performance human resource management and organizational performance. To do so, by reviewing critical literature on human resource management, we suggest dominant mechanism through which HPHRPs affect performance. Our suggestions are illustrated in a proposed model based on literature review therefore concepts developed in this paper need to be empirically tested. Implications and contributions are also discussed.

Keywords:

high-performance human resource practice , innovation , knowledge management , organizational learning , organizational performance