Innovate To Elevate: Exploring The Larg Hrm Practices' Effect On Organizational Performance And Organizational Innovation As Mediator

Abstract

This study explores the impact of Lean, Agile, Resilient, and Green (LARG) human resource management (HRM) practices on organizational performance, with mediating role of organizational innovation within service-based industries. The significance of LARG HRM practices in optimizing operational management and fostering organizational resilience (Cabral et al., 2012; Carvalho & Cruz-Machado, 2011). It also emphasizes the pivotal role of organizational innovation in improving service delivery and organizational outcomes (Henard & Szymanski, 2001; Plessis, 2007).

The authors employed structural equation modeling (SEM) to analyze survey-based data to examine the relationships. The findings reveal strong c[1]orrelations, with organizational innovation mediating the relationship between LARG HRM practices and performance.

The implications of the study suggest that implementing LARG HRM practices can significantly enhance organizational success by fostering innovation and improving performance. This underscores the importance of HRM in promoting creativity, adaptability, and strategic development within organizations, particularly in dynamic environments. The research concludes by discussing potential limitations and proposing avenues for future research in this domain.