The Impact of Strategic Human Resource Management Practices on Employee Performance in Multi-Specialty Hospitals

Abstract

Multi-specialty hospitals operate in an increasingly competitive and resource-constrained environment in which the performance of doctors, nurses, and support staff directly determines patient outcomes and organisational sustainability. This study examines the impact of seven strategic human resource management (SHRM) practices — Recruitment, Training, Performance Management, Compensation, Engagement, Leadership, and Development — on Employee Performance within multi-specialty hospitals in Chennai, Tamil Nadu.

A descriptive research design was adopted, and primary data were collected from 300 healthcare employees, comprising doctors, nurses, HR managers, administrative staff, and allied healthcare professionals, using a structured questionnaire based on a five-point Likert scale. Stratified random sampling was employed to ensure proportional representation across employee categories. Data were analysed using descriptive statistics, Pearson correlation analysis, and multiple regression analysis.

The findings reveal that all seven SHRM practice variables exhibit statistically significant positive correlations with Employee Performance. Employee Engagement (β = 0.248) and Performance Management (β = 0.221) emerged as the strongest predictors of employee performance, followed by Compensation, Development, Leadership, Training, and Recruitment. The regression model explains 69.0% of the variance in employee performance, affirming the collective explanatory power of the proposed framework. The study offers strategic implications for hospital HR leaders seeking to strengthen workforce performance through an integrated, evidence-based SHRM approach.