Strategic Human Resource Management and Employee Performance: The Role of Knowledge and Competencies

Abstract

This study aimed to examine the effects of Knowledge Management, HRBP Strategy, Organizational Culture, Job Satisfaction, and Competencies on Strategic Planning and Employee Performance at Sawerigading Regional Hospital, Palopo. Study employed a quantitative approach with an explanatory design. The study population consisted of 763 employees, using proportionate stratified random sampling. A total of 383 respondents were included in the analysis. Data collection was conducted via a Likert-scale questionnaire and analyzed using covariance-based Structural Equation Modeling (SEM) with AMOS 29. The results indicated that Knowledge Management, HR Partner strategy, job satisfaction, and competencies have a positive and significant effect on strategic planning, while organizational culture has a positive but statistically insignificant effect. Regarding employee performance, Knowledge Management and job satisfaction have a positive and significant effect, while HR Partner strategy, organizational culture, and competencies have a positive but insignificant effect. Strategic planning was found to have a positive and significant effect on employee performance. Furthermore, strategic planning mediates the relationship between all independent variables and employee performance, both partially and fully.  The findings suggest that strategic planning plays a crucial role in enhancing human resource management effectiveness and employee performance in hospital organizations. The practical implications of this study highlight the need to strengthen the Knowledge Management system, enhance competencies and job satisfaction, and optimize the strategic role of HR in supporting more effective organizational planning that is oriented toward improving healthcare service performance.