Job satisfaction serves as a pivotal mediating construct in organisational behaviour, significantly influencing employee performance and the overall effectiveness of human resource systems. Evidence shows organisational conditions translate into HPWS in India remains limited.
Objective
This study examines the mediating role of job satisfaction in the relationship between leadership Style, training and development, employee engagement, and organisational culture and the implementation of HPWS with AMO, RBV and SET.
Methods
Employing a quantitative research design, data were collected from 270 employees representing diverse sectors across India. The dataset was analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) through SmartPLS 4.0, ensuring high levels of construct reliability and validity.
Results
The empirical results demonstrate that all four organisational factors exert a significant positive influence on job satisfaction, which, in turn, acts as a powerful mediating mechanism enhancing the effectiveness of HPWS. The findings highlight the importance of employee-centric psychological enablers in driving sustainable organisational performance.
Conclusion
The study advances the Strategic Human Resource Management literature by proposing an integrative and employee-focused framework that links HR practices with employee well-being. Practically, it offers guidance for HR professionals to strengthen leadership, engagement, learning, and organisational culture, thereby fostering job satisfaction and long-term performance in post-pandemic organisational contexts.
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