The Study of Sustainable HRM and its impact on employee performance and Perceived Sustainable Organizational Support: The mediating role of organizational knowledge sharing and employee empowerment

Abstract

The main aim of this research is to construct and test an interactional relationship by investigating the role of sustainable HRM in generating and sustaining positive organizational outcomes aided by the supplementing effect of relative mediators. The research framework is constructed in relation to the United Arab Emirates culture, as an outer governing culture, and the specific culture of the targeted business sectors; i.e. Healthcare and Oil & Gas. The research was built on the theoretical basis of social exchange theory and resource-based view of the firm. The social exchange theory used to explain the interactions between employees and their organizations in term of reciprocation of what they perceive as beneficial to them. The resource-based view of the firm was used to explain the competitive advantage of building up effective human capital through sustainable HRM system. Data were collected through web-based survey, taking advantage of the assured anonymity of respondents and the convenience of casting the responses with negligible external effect that might cause bias. The response rate for Healthcare sector was 80.2% (481 responses), and Oil & Gas was 51.3% (308 responses) based on 600 total participation requests sent out for each sector.