Strategic Human Capital Management and Employee Satisfaction: A Moderated Mediation Analysis of Self-Efficacy and Cultural Values

Humaira Rashid; Syed Afzal Moshadi Shah; Prashanna Nepal; Sania Arif; Nisar Ahmad Koka; Faisal Khan; Ilknur Ozturk; Khalid Zaman

doi:10.32479/irmm.24330

Authors

Humaira Rashid Department of Management Sciences, Abbottabad University of Science and Technology, Abbottabad, Pakistan,
Syed Afzal Moshadi Shah Department of Management, College of Business Administration, King Faisal University, Al Hofuf, Saudi Arabia,
Prashanna Nepal Department of Business and Management, Elizabeth School of London, London, United Kingdom,
Sania Arif Department of Management Sciences, University of Wah, Wah, Pakistan,
Nisar Ahmad Koka Department of English, College of Languages and Translation, King Khalid University Abha, Abha, Kingdom of Saudi Arabia,
Faisal Khan Department of Management Sciences, University of Swabi, Khyber Pakhtunkhwa, Pakistan,
Ilknur Ozturk Faculty of Economics, Administrative and Social Sciences, Nisantasi University, Istanbul, Turkiye,
Khalid Zaman Department of Economics, The University of Haripur, Haripur, Pakistan.

DOI:

https://doi.org/10.32479/irmm.24330

Keywords:

Strategic Human Capital Management, Employee Satisfaction, Employee-Employer Relationship, Rewards, Cultural Values, Self- Efficacy, Higher Education Institutions

Abstract

The study examines the role of Strategic Human Capital Management (SHCM) in advancing higher education performance and employee satisfaction in Pakistan. Human resource practices have been studied extensively in the past, while few studies have examined how SHCM influences workplace dynamics in complex academic settings, particularly in developing countries. The study employed a mixed-methods approach, examining the responses of 498 stakeholders, including academics, administrators, and graduate scholars, on SHCM processes. Survey results indicate that fair compensation, inclusive management, and supportive leadership are key to fostering job performance. Additionally, cultural values influence the employer-employee relationship, and self-efficacy mediates the impact of SHCM approaches on employee satisfaction. Qualitative observations highlight the importance of participatory environments and professional advancement. The findings illustrate practical ways for university administrators to develop effective and culturally sensitive HRM systems, contributing to human capital research.