Transformations  in
Business & Economics

PERCEIVED ORGANISATIONAL FIT INFLUENCE ON EMPLOYEES PERFORMANCE: A STUDY OF SUSTAINABLE HRM⁴
Muhammad Awais Bhatti

ABSTRACT: Purpose: The objectives of this study were to investigate the intricate relations that exist between employee job performance, sustainable HRM practices, and perceived organisational fit in the unique environment of the mining, water, oil, and gas industries in the Kingdom of Saudi Arabia. The aim is to close a significant research gap by investigating how sustainable HRM strategies, such as employee empowerment and training, interact with the perceived fit, which is mediated by employee resilience and work engagement, to influence job performance in this specific geographical and industrial context. Method: A thorough structural equation modelling method using STATA-SEM is applied to assess data from 239 employees in the specified sectors. Key constructs are measured using scales that have been adopted from earlier research. The goal of the analytical approach is to completely encapsulate the intricate relationships that exist between perceived organisational fit, sustainable HRM practices, and employee job performance. Findings: The study found that job performance is directly impacted by perceived organisational fit. Additionally, employee resilience and work engagement emerge as significant mediating factors, highlighting the ways in which these psychological states impact perceived fit and performance. Notably, it is discovered that employee empowerment and training have a significant role in moderating the favourable effects of perceived fit on job performance, suggesting that these initiatives are long-term human resource management tactics. Originality/Implications: By examining these relationships in a unique industrial and regional context, this work advances the empirical literature. The identification of mediating and moderating mechanisms can help organisations in these industries by guiding HRM strategies to improve employee outcomes in this specific context.

KEYWORDS:  perceived organisational fit, sustainable human resource management (HRM) practices, employee job performance, employee resilience, work engagement.

JEL classification:  M12, M19, O15.

⁴Acknowledgments:  Acknowledgment. This work was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific Research, King Faisal University, Saudi Arabia [Grant 6135]’.