A study on the impact of strategic HR practices and organizational learning on perceived organizational performance in Sharjah public sectors

  • Amna Salim Alsuwaidi University of Dubai
  • Arun Arunprasad University of Dubai
Keywords: strategic HR practices, organizational learning, learning outcome, innovativeness


This paper attempts to present a conceptual framework to understand the importance and impact of strategic HRM practices and organizational learning capability on the overall performance of the organization. At the same time, the role of learning outcomes is also examined in this relationship as an intervening variable. As per the previous research conducted in the area of strategic HRM and organizational performance, it is observed that strategic HRM have a positive impact on the overall performance of the public sector. Alongside, the organizational learning capability and the prevailing learning culture enhances the performance of the organization in terms of innovation and tangible learning outcomes Moreover, strategic HR practices are one of the most important factors to enhance the employee’s skills and maintain them as per the individuals and organizations developmental need in public sector. Thus, the conceptual framework in this study encompasses strategic HRM practices, organizational learning capability and learning culture as independent variables, organizational performance as dependent variable with learning outcomes as an intervening variable.

Keywords: strategic HR practices, organizational learning, learning outcome, innovativeness


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