The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment
Abstract
:1. Introduction
2. Theoretical Background and Hypotheses Development
2.1. Strategic Human Resources Management Practices and Educational Institution
2.2. Sustainable Competitive Advantage
2.3. Strategic HRM Practices and Sustainable Competitive Advantage
2.4. Relationship among Strategic HRM Practices, Employee Commitment, and Human Capital Development
2.5. Nexus among Sustainable Competitive Advantage, Employee Commitment, and Human Capital Development
2.6. Mediating Role of Human Capital Development and Employee Commitment
3. Research Methodology
3.1. Measures
3.2. Data Collection
4. Data Analysis and Results
4.1. Measurement Findings
4.2. Structural Model Testing
5. Discussion
6. Limitations and Suggestions for Further Research
Author Contributions
Funding
Conflicts of Interest
Appendix A
Variable | Indicator | Source |
---|---|---|
Strategic Human Resource Management Practice (SHRMP) | SHRMP1: Employee selection is taken very seriously by this university | Aryanto, Fontana & Afiff (2015) |
SHRMP2: Employee selection places priority on the candidate’s potential to learn | Aryanto, Fontana & Afiff (2015) | |
SHRMP3: Employee selection emphasizes capacity to perform well right away | Emeagwal & Ogbonmwan (2018) | |
SHRMP4: Employees in this university have clear career paths | Emeagwal & Ogbonmwan (2018) | |
SHRMP5: The training programs emphasize on-the-job experiences | Sahar & Gregar (2012) | |
SHRMP6: Performance appraisals emphasize development of abilities/skills | Zehir et al., (2016) | |
Human Capital Development (HCD) | HCD1: The employees working in this university are highly skilled | Kadir et al., (2018) |
HCD2: The employees working in this university are considered the best | Mahdi, Nassar & Almsafir (2019) | |
HCD3: The employees in the university are encouraged to be creative | Sanches, Marin & Morales (2015) | |
HCD4: The employees working in the university are experts in their jobs | Todericiu & Stanit (2015) | |
Employee Commitment (EC) | EC1: I am committed to this university | Emeagwal & Ogbonmwan (2018) |
EC2: I really care about the future of this university | Emeagwal & Ogbonmwan (2018) | |
EC3: I find my values and the university’s values very similar | Zehir et al., (2016) | |
EC4: I really feel as if this university’s problems are my own | Zehir et al., (2016) | |
Sustainable Competitive Advantage (SCA) | SCA1: Our university employees are highly creative and innovative | Emeagwal & Ogbonmwan (2018) |
SCA2: Our university employees are highly involved and flexible to change | Mahdi, Nassar & Almsafir (2019) | |
SCA3: Our university employees more concern for quality and result | Kuncoro & Suriani (2018) |
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Variable | Mean | S.D | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 |
---|---|---|---|---|---|---|---|---|---|---|---|
Gender | 1.47 | 0.50 | - | ||||||||
Age | 1.98 | 0.87 | 0.02 | - | |||||||
Education level | 3.24 | 0.96 | −0.07 | 0.06 | - | ||||||
Status of Employment | 1.59 | 0.49 | 0.07 | −0.03 | −0.66 ** | - | |||||
Years. of Employment | 2.36 | 1.13 | 0.02 | 0.38 ** | 0.01 | −0.03 | - | ||||
Type of Institution | 1.48 | 0.50 | 0.05 | 0.25 ** | −0.15 ** | 0.06 | 0.51 ** | - | |||
SHRMP | 2.98 | 0.73 | −0.06 | −0.18 ** | 0.13 ** | −0.03 | −0.22 * | −0.46 ** | |||
HCD | 3.30 | 0.65 | −0.03 | −0.09 | 0.07 | 0.01 | −0.14 ** | −0.30 ** | 0.52 ** | ||
EC | 3.78 | 0.64 | −0.03 | −0.08 | 0.11 * | 0 | 0.02 | −0.11 * | 0.26 ** | 0.38 ** | |
SCA | 3.39 | 0.71 | 0.08 | 0.08 | −0.06 | −0.20 ** | −0.48 ** | 0.47 ** | 0.45 ** | 0.33 ** |
Variable | Indicator | Factor Loadings | AVE | CR | VIF |
---|---|---|---|---|---|
Strategic Human Resource Management Practice (SHRMP) | 0.562 | 0.793 | |||
SHRMP1 | 0.727 | 1.453 | |||
SHRMP2 | 0.759 | 1.744 | |||
SHRMP3 | 0.771 | 1.706 | |||
SHRMP4 | 0.601 | 1.252 | |||
SHRMP5 | 0.696 | 1.393 | |||
SHRMP6 | 0.921 | 1.261 | |||
Human Capital Development (HCD) | 0.508 | 0.756 | |||
DHC1 | 0.733 | 1.154 | |||
DHC2 | 0.743 | 1.271 | |||
DHC3 | 0.771 | 1.258 | |||
DHC4 | 0.880 | 1.172 | |||
Employee Commitment (EC) | 0.575 | 0.802 | |||
EC1 | 0.702 | 1.289 | |||
EC2 | 0.681 | 1.276 | |||
EC3 | 0.754 | 1.055 | |||
EC4 | 0.911 | 1.071 | |||
Sustainable Competitive Advantage (SCA) | 0.509 | 0.837 | |||
SCA1 | 0.815 | 1.247 | |||
SCA2 | 0.691 | 1.224 | |||
SCA3 | 0.763 | 1.287 | |||
Model fit stat: SRMR = 0.092; X2 = 626.42; NFI = 0.574; rms theta = 0.175 |
Fornell–Larker Criterion | Heterotrait–Monotrait Ratio (HTMT) | |||||||
---|---|---|---|---|---|---|---|---|
DHC | EC | SCA | SHRMP | DHC | EC | SCA | SHRMP | |
DHC | 0.749 | |||||||
EC | 0.319 | 0.713 | 0.547 | |||||
SCA | 0.422 | 0.302 | 0.758 | 0.66 | 0.509 | |||
SHRMP | 0.476 | 0.293 | 0.489 | 0.713 | 0.705 | 0.419 | 0.684 |
Hypothesis | Interaction | Beta | Confidence Interval | t-value | Decision | |
---|---|---|---|---|---|---|
2.5% | 97.5% | |||||
H1 | SHRMP -> SCA | 0.348 | 0.253 | 0.448 | 6.981 *** | Supported |
H2a | SHRMP -> HCD | 0.477 | 0.398 | 0.554 | 11.936 *** | Supported |
H2b | SHRMP -> EC | 0.293 | 0.214 | 0.384 | 6.691 *** | Supported |
H3a | HCD -> SCA | 0.214 | 0.116 | 0.308 | 4.292 *** | Supported |
H3b | EC -> SCA | 0.132 | 0.045 | 0.223 | 2.924 *** | Supported |
H4a | SHRMP -> HCD -> SCA | 0.102 | 0.054 | 0.153 | 4.02 *** | Supported |
H4b | SHRMP -> EC -> SCA | 0.039 | 0.013 | 0.069 | 2.7 *** | Supported |
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Hamadamin, H.H.; Atan, T. The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment. Sustainability 2019, 11, 5782. https://doi.org/10.3390/su11205782
Hamadamin HH, Atan T. The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment. Sustainability. 2019; 11(20):5782. https://doi.org/10.3390/su11205782
Chicago/Turabian StyleHamadamin, Halbast Hussein, and Tarik Atan. 2019. "The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment" Sustainability 11, no. 20: 5782. https://doi.org/10.3390/su11205782
APA StyleHamadamin, H. H., & Atan, T. (2019). The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment. Sustainability, 11(20), 5782. https://doi.org/10.3390/su11205782