Strategic HRM Levers And Employee Performance: An Empirical Assessment of CSPGCL

Abstract

SHRM has come into light as a perilous tool of employee performance improvement especially within organizations that operate in the public sectors where organizations are under mounting pressure to operate and also accountable. This research highlights the impact of critical strategic HRM practices on employee performance in Chhattisgarh State Power Generation Company Limited (CSPGCL). The research relies on existing theoretical frameworks, such as the Ability-Motivation-Opportunity framework and social exchange, and employs a quantitative survey research design based on data obtained by the researcher among 200 employees. The paper examines the impact of selection process, performance appraisal, training and development, compensation and rewards, career development and promotion, work climate, employee relations and job engagement on employee performance. All the empirical results prove the fact that the impact of all studied HRM practices on employees performance is strong and positive, and the systems of HR are to be coherent and well-interrelated. The findings highlight the applicability of strategic HRM within the context of the public sector utilities and gives a leadership insight to HR policy makers in their efforts to enhance workforce performance. Comprehensively, the research adds to the empirical evidence on SHRM-performance associations in the settings of conditional emergent economies.