The primary purpose of this study is to examine the effect of perceived high-performance human resource (HR) practices, that is, extensive training, performance management, performance appraisal, performance-based compensation, empowerment and competency development, on business performance of employees in telecommunication sector. Further, the role of the organizational learning as a mediator between high-performance HR practices and business performance has also been explored. Census method has been used for data collection from employees working in telecommunication sector in Jammu and Kashmir (North India). Reliability and validity have been proved with the help of confirmatory factor analysis (CFA). Structural equation modelling (SEM) has been used for hypotheses testing. Results indicate that high-performance HR practices positively affect business performance. Further, organizational learning act as a mediating variable between high-performance HR practices and business performance. The managerial implications have also been discussed.
AbsarM.N., NimalathasanB., & JilaniM.A.K. (2010). Impact of HR practices on organisational performance in Bangladesh. International Journal of Business and Information Technology, 3(2), 15–19.
2.
AlegraJ., & ChivaR. (2008). Assessing the impact of organisational learning capability on product innovation performance: An empirical test. Technovation, 28(6), 315–326.
3.
AliS.M., QadusA., WaseemA., & ZamanK. (2012). Linking knowledge management practices and the organizational performance of Pakistan’s telecommunication. Management Science Letters, 2(8), 2929–2938.
4.
AragonM.I.B., Jimenez-JimenezD., & Sanz-ValleR. (2014). Training and performance: The mediating role of organizational learning. BRQ Business Research Quarterly, 17(3), 161–173.
5.
ArmstrongM.A. (2006). A handbook of human resources management (10th Ed.). London: Kogan Page.
6.
ArthurJ.B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670–687.
7.
BhalK.T. (2002). Perceived role of human resource management in Indian organizations: An empirical study 1. Journal of Global Business Review, 3(1), 139–152.
8.
BirdiK., CleggC., PattersonM., RobinsonA., StrideC., WallT., & WoodS. (2008). The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology, 61(3), 467–501.
9.
BontisN., CrossanM., & HullandJ. (2002). Managing an organisational learning system by aligning stocks and flows. Journal of Management Studies, 39(4), 437–469.
10.
BoxallP., & PurcellJ. (2003). Strategy and human resource management. Basingstoke: Palgrave Macmillan.
11.
CampsJ., & Luna-ArocasR. (2010). A matter of learning: How human resources affect organizational performance. British Journal of Management, 23(1), 1–21.
12.
ChenC.J., & HuangJ.W. (2009). Strategic human resource practices and innovation performance—the mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104–114.
13.
ChindoS. (2013). Assessing the impact of GSM sub-telecommunication sector on the teledensity rate and economic growth in Nigeria: Time series analysis. International Journal of Business and Social Science, 4(3), 156–165.
14.
ChoiJ.H., & LeeK.P. (2013). Effects of employees’ perceptions on the relationship between HR practices and firm performance for Korean firms. Personnel Review, 42(5), 573–594.
15.
ChungH.F.L., YangZ., & HuangP.H. (2015). How does organizational learning matter in strategic business performance? The contingency role of guanxi networking. Journal of Business Research, 68(6), 1216–1224.
16.
ConwayE., & MonksK. (2008). HR practices and commitment to change: An employee-level analysis. Human Resource Management Journal, 18(1), 72–89.
17.
DasguptaM., & GuptaR.K. (2009). Innovation in organizations: A review of the role of organizational learning and knowledge management. Journal of Global Business Review, 10(2), 203–224.
18.
DecarolisD.M., & DeedsD.L. (1999). The impacts of stock and flows of organisational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal, 20(10), 953–968.
19.
EvansC. (2003). Managing for knowledge: HR’s strategic role. Amsterdam: Butterworth-Heinemann.
20.
GonzalesJ.J. (2001). Merging organisational learning with learning theory—a task for the 21st century. Journal of Structural Learning and Intellectual System, 14(4), 355–369.
21.
Gould-WilliamsJ., & DaviesF. (2005). Using social exchange theory to predict the effects of HRM practice on employee outcomes. Public Management Review, 7(1), 1–24.
22.
GuptaV., & SinghS. (2010). Developing a set of high performance HRM practices and exploring its relationship with OCB and organisational justice. In SMA 2010 proceedings (pp. 464–469). Retrieved June29, 2013, from http://mail.iiml.ac.in/~fpm9013/PaperID232.pdf
23.
GurbuzS. (2009). The effect of high performance HR practices on employees’ job satisfaction. Journal of the School of Business Administration, 38(2), 110–123.
24.
HairJ.F., BlackW.C., BabinB.J., AndersonR.E., & TathamR.L. (2010). Multivariate data analysis (7th Ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
25.
HuiH., RadziC.W.J.W.M., JenatabadiH.S., KasimF.A., & RaduS. (2013). The impact of firm age and size on the relationship among organizational innovation, learning, and performance: A moderation analysis in Asian food manufacturing companies. Interdisciplinary Journal of Contemporary Research in Business, 5(4), 166–174.
26.
HuselidM.A., & BeckerB.E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37(2), 421–428.
27.
HuselidM.A., JacksonS.E., & SchulerR.S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40(1), 171–188.
28.
IchniowskiC., & ShawK. (1999). The effects of human resource management on economic performance: An international comparison of US and Japanese plants. Management Science, 45(5), 704–723.
29.
IchniowskiC., ShawK., & PrennushiG. (1993). The effects of human resource management practices on productivity. Unpublished paper presented at the ILR School, Cornell University, September13.
30.
IchniowskiC., ShawK., & PrennushiG. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 87(3), 291–313.
31.
InkpenA.C., & CrossanM.M. (1995). Believing is seeing: Joint ventures and organisational learning. Journals of Management Studies, 32(5), 595–618.
32.
InmyxaiS., & TakahashiY. (2010). The effect of firm resources on business performance of male and female headed firms in the case of low micro, small, and medium-sized enterprises (MSMEs). International Journal of Business and Information, 5(1), 63–90.
33.
JiangK., TakeuchiR., & LepakP.D. (2013). Where do we go from here? New perspectives on the black box in strategic human resource management research. Journal of Management Studies, 50(8), 1448–1480.
34.
Jimenez-JimenezD., & Sanz-ValleR. (2011). Innovation, organisational learning, and performance. Journal of Business Research, 64(4), 408–417.
35.
JyotiJ., & AroraH. (2013). Impact of client–vendor relationship on firm’s financial performance: A study of outsourcing firms. Global Business Review, 14(4), 691–709.
36.
KaplanR.S., & NortonD. (2007). Using the balanced scorecard as a strategic management system. Harvard Business Review, 85(7/8), 150–161.
37.
KaratepeO.M., & VatankhahS. (2014). The effects of high-performance work practices and job embeddedness on flight attendants’ performance outcomes. Journal of Air Transport Management, 37, 27–35. Doi: 10.1016/j.jairtraman.2014.01.008
38.
KathuriaR. (2000). Telecom policy reforms in India. Global Business Review, 1(2), 301–326.
39.
KellowayE.K. (1998). Using LISREL for structural equation modeling. Thousand Oaks, CA: SAGE Publications.
40.
KhasawnehS., & AlzawahrehA. (2012). High-performance work practices, innovation and perceived organisational performance: Evidence from the Jordanian service sector. African Journal of Business Management, 6(9), 3320–3326.
41.
KurtinaitieneJ., & GaizutisA. (2008). Market orientation and development of innovative solutions in the mobile telecommunications third generation networks. Inzinerine Ekonomika-Engineering Economics, 56(1), 84–89.
42.
LiaoS.H., & WuC.C. (2009). The relationship among knowledge management, organizational learning, and organizational performance. International Journal of Business Management, 4(4), 64–76.
43.
LiuY., XuJ., & WeitzB.A. (2011). The role of emotional expression and mentoring in internship learning. Academy of Management Learning and Education, 10(1), 94–110.
44.
LopezS., PeonJ., & OrdasC. (2006). Human resource management as a determining factor in organizational learning. Management Learning, 37(2), 215–239.
45.
LopezS.P., PeonJ.M.M., & OrdasC.J.V. (2005). Human resource practices, organisational learning and business performance. International Journal of Human Resource Development, 8(2), 147–164.
46.
Lopez-CabralesA., Perez-LunoA., & CabreraR.V. (2009). Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management, 48(4), 485–503.
47.
MacDuffieJ.P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labour Relations Review, 48(2), 197–221.
48.
MonavvarianA., & KhamdaZ. (2010). Towards successful knowledge management: People development approach. Business Strategy Series, 11(1), 20–42.
49.
NoruzyA., DalfardV.M., AzhdariA., ShirkouhiS.N., & RezazadehA. (2013). Relations between transformational leadership, organisational learning, knowledge management, organisational innovation, and organisational performance: An empirical investigation of manufacturing firms. International Journal of Advanced Manufacturing Technology, 64(5/8), 1073–1085.
50.
PareG., & TremblayM. (2000). The measurement and antecedents of turnover intentions among IT professionals. Retrieved December14, 2012, from http://www.cirano.umontreal.ca/pdf/publication/2000s-33.pdf
51.
PareekU., & RaoT.V. (2007). Designing and managing human resource systems (3rd Ed.). New Delhi: Oxford and IBH Publishing Co. Pvt. Ltd.
52.
PodsakoffP. M., MacKenzieS. B., LeeJ. Y., & PodsakoffN.P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
53.
PosthumaR.A., CampionM.C., MasimovaM., & CampionM.A. (2013). A high performance work practices taxonomy: Integrating the literature and directing future research. Journal of Management, 20(10), 1–37.
54.
SaariL.M., & JudgeT.A. (2004). Employee attitudes and job satisfaction. Journal of Human Resource Management, 43(4), 395–407.
55.
SchermerhornJ.R., HuntJ.M., & OsbornR.N. (2000). Managing organisational behaviour (6th Ed.). New York, NY: John Wiley & Sons.
56.
SinkulaJ.M., BakerW., & NoordewierT.G. (1997). A framework for market-based organisational learning: Linkage values, knowledge and behaviour. Journal of Academic of Marketing Science, 25(4), 305–318.
57.
SlaterF., & NarverJ.C. (1995). Market orientation and the learning organisation. Journal of Marketing, 59(3), 63–67.
58.
SnellS.A., YoundtM.A., & WrightP.M. (1996). Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning. In FerrisG.R. (Ed.), Research in Personnel and Human Resource Management, (pp. 61–90). Greenwich, CT: Jai Press.
59.
SobelM.E. (1982). A symptotic confidence intervals for indirect effects in structural equation models. In LeinhardtS. (Ed.), Sociological methodology (pp. 290–312). San Francisco, CA: Jossey-Bass.
60.
SubramonyM. (2009). A metaanalytic investigation of the relationship between HRM bundles and firm perfor-mance. Human Resource Management, 48(5), 745–768.
61.
SunL.Y., AryeeS., & LawK.S. (2007). High performance human resource practices, citizenship behaviour, and organisational performance: A relational perspectives. Academy of Management Journal, 50(3), 558–577.
62.
TippinsM.J., & SohiR.S. (2003). IT competency and firm performance: Is organizational learning a missing link. Journal of Strategic Management, 24(8), 745–761.
63.
VenkatramanN., & RamanujamV. (1986). Measurement of business performance in strategy research: A comparison of approaches. Academy of Management Review, 11(4), 801–814.
64.
WeiL.Q., & LauC.M. (2010). High performance work systems and performance: The role of adaptive capability. Human Relations, 63(10), 1487–1511.
65.
WeiY.C., HanT.S., & HsuI.C. (2010). High-performance HR practices and OCB: A cross-level investigation of a casual path. International Journal of Human Resource Management, 21(10), 1631–1648.
66.
WilkinsonA., RedmanT., SnellS., & BaconN. (2009). The field of human resource management. In WilkinsonA.. (Eds). The sage handbook of human resource management (pp. 3–12). London: Sage.
67.
WrightP.M., GardnerT.M., & MoynihanL.M. (2003). The impact of HR practices on the performance of business units. Journal of Human Resource Management, 13(3), 21–36.
