Integrating Social Performance and Strategic Workforce Development in Enhancing Employee Performance in Emerging Healthcare Organizations
Evidence from Nigerian Healthcare and Pharmaceutical Sectors
Abstract
This study examines the influence of sustainable human resource management practices on employee performance in the Nigerian pharmaceutical manufacturing sector and other health-related organizations. Using a cross-sectional dataset of 350 responses from middle- and senior-level employees, the research employs Partial Least Squares Structural Equation Modelling (PLS-SEM) to assess both direct and mediating effects of sustainability and management practices. Results indicate that management practices, consistency (β = 0.372), meeting targets (β = 0.341), timeliness (β = 0.247), and safety practices (β = 0.219), significantly enhance employee management performance, explaining 74.1% of the variance (R² = 0.741). Training and development (β = 0.528), health and safety (β = 0.471), and inclusive recruitment (β = 0.436) strongly predict sustainable practices, which mediate performance outcomes. Findings indicate that consistency, meeting targets, timeliness, and safety practices significantly enhance employee management performance, while training and development, health and safety, and inclusive recruitment serve as critical determinants of sustainable practices. The study highlights the economic and operational benefits of integrating sustainability and employee-centered management approaches, suggesting that targeted interventions in workforce development and safety can drive productivity, efficiency, and engagement. Policy and managerial implications underscore the need for structured sustainability frameworks to optimize human capital utilization.
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