Workforces practices and project performance: Mediating by employees’ involvement.

Abstract

The purpose of this study is to examine the impact of human resource (HR)
practices, including recruitment and selection, compensation and rewards,
and training and development, on project performance, with a particular
focus on the PTCL 4G project. Additionally, the study investigates the
mediating role of employee involvement in the relationship between HR
practices and project performance. By employing a quantitative research
methodology, data were collected from 225 employees working on the PTCL
4G project. Statistical tools such as correlation analysis, regression analysis,
and the Baron and Kenny approach were utilized to explore direct and
indirect relationships between the variables. The findings reveal that
recruitment and selection, compensation and rewards, and training and
development have a significant and positive impact on project performance.
Furthermore, employee involvement plays a crucial mediating role,
amplifying the effects of HR practices on performance outcomes. The results
highlight that organizations can achieve enhanced project success by
fostering employee engagement alongside implementing robust HR practices.
The study emphasizes the importance of strategically aligning HR practices
with organizational goals to improve project performance. It also
demonstrates that employee involvement acts as a key driver for optimizing
the benefits of HR practices, particularly in the dynamic and competitive
telecommunications industry. These findings provide actionable insights for
management, offering a framework to enhance both employee participation
and project outcomes. The study underscores the necessity of integrating HR
strategies with employee involvement to achieve sustainable organizational
success.