The impact of human resource management practices on organizational performance in Organizations

Abstract

This study investigates the impact of Human Resource Management (HRM) practices—namely training and development, incentive systems, and participation in decision-making—on organizational performance at the University of Bechar. A descriptive analytical approach was employed, and data were collected via a structured questionnaire administered to a sample of university employees. A total of 80 valid responses were analyzed using SPSS version 25, applying descriptive statistics and multiple regression analysis. Findings revealed a positive and statistically significant effect of all three HRM dimensions on organizational performance. Among them, incentive systems were found to be the most influential, followed by participation in decision-making and training and development. There gression model accounted for approximately 35.3% of the variance in organizational performance. Based on these results, the study underscores the need for implementing more effective and transparent HRM policies that enhance employee motivation, engagement, and the quality of professional development—factors that demonstrably contribute to improved organizational out comes. Additionally, the findings reflect a strong orientation among employees toward advancing their institution's academic standing through sustained and systematic efforts aimed at achieving institutional excellence.