Many studies have focused on direct link between HRM practices and organizational performance. There is a strong relationship between these two variables that driven further research to identify the mechanism through which such relationship exists. Following resource-based view (RBV), the aim of this research was to investigate the indirect effect of organizational innovation on HRM practices-performance linkage. Data was collected from owners/managers of manufacturing SMEs in West Malaysia. 331 (60.5%) distributed questionnaires were received and analyzed through PLS-SEM. Out of six hypotheses on mediation, only one hypothesis was rejected. The findings strongly supported the RBV theory when organizational innovation significantly mediated the relationship. These results clearly indicate that organizational innovation plays an intermediate role between HRM practices (i.e. communication and information sharing, compensation, selection, performance appraisal, and training and development) and organizational performance of SMEs.

The research was conducted in order to identify the relationships between human resource practices, employee motivation and employee loyalty. Quantitative research method was applied with questionnaires directly delivered to 595 employees in hospitality sector in Ho Chi Minh city, Vietnam. Statistics techniques including exploratory factor analysis, reliability analysis, multiple regression and mediation analysis were used. The empirical results showed that variables of team spirit, career development, compensation, relationship with manager and working environment directly affected employee motivation and consequently, they provided indirect effects on loyalty through the mediation of employee motivation. In addition, employee loyalty was also directly affected by career development, working environment and employee motivation. It is suggested that hospitality sector should develop attractive compensation and benefit policies, comfortable workplace environment, coherent teamwork culture as well as straightforward career training and development plan for achieving higher level of employee loyalty.

This research aims to explore the impact of ability, motivation, and opportunity (AMO) model to enhance human resource management practices on sustainable competitive advantage. The dimensions of the AMO model were ability-enhancing human resource management practic-es, motivation-enhancing human resource management practices, and opportunity-enhancing human resource management practices. The population consisted of all managers on the top managerial level at insurance companies. The purposive sample was composed of (124) man-agers, where the questionnaires returned, and valid for statistical analysis were (106), with the responding rate (85.5%). Structural equation modeling was used for statistical analysis and testing research's hypotheses. The results indicated that all dimensions of AMO model to en-hance human resource management practices had influenced on sustainable competitive ad-vantage. Hence, the recommendations were oriented to the organizations to improve the recruitment and training practices, as well as encouraging the employees by fair compensations and empowering them to achieve the organization's goals.

Human resource is the core issue of socio-economic development all over the world and human resource practice can serve as a sustainable competitive advantage, which are considered central in the company's performance. In the field of telecommunications services, there exists a need for research on human resource management practices to lay the groundwork for improving the human resource management regime in enterprises, which has received great interest of both business executives and researchers. The current paper aims to assess the impact of human resource management practices on enterprises' competitive advantages and business per-formance for the case of Vietnam Post and Telecommunications Group enterprises. This study uses structural equation modeling with 117 parameters to be estimated when the total sample size is 773 observations. Research results show that: (1) Functional activities of human resource management, leading and encouraging changes, team and group activities, employee involvement, administrative activities are positively correlated with human resource management practices at Vietnam Post and Telecommunications Group enterprises. Moreover, the quality of human resources, human resource behavior, human resource management practices have a positive effect on the competitive advantage of human resources at Vietnam Post and Telecommunica-tions Group enterprises. Furthermore, human resource management practices are found to have a positive effect on the business performance of Vietnam Post and Telecommunications Group enterprises.

Most previous studies of employee engagement and performance have been rooted in either Social Cognitive Career Theory (SCCT) or the Social Exchange Theory (SET), giving often inconclusive outcomes. In fact, there are only a few researchers in social science focusing on the level of high po-tential employee’s engagement towards individual work performance through human resource management practices. The purpose of this study is to investigate the relationship between employee engagement and individual work performance with mediation role of human resource management (HRM) practices for selected manufacturing organizations in Malaysia. Two hundred and fifty-two usable questionnaires are collected to empirically test the hypotheses using IBM SPSS software and Smart Partial Least Square (SmartPLS) version 3. The results suggest that high potential employee engagement positively and significantly influence on individuals’ work performance. Additionally, human resource management practices play significant role in mediating the relationship between employee engagement and individual work performance among high potential employees. There-fore, these results should provide insight towards managing high potential employees, especially in the manufacturing sector.