EXPLORING THE INFLUENCE OF EMPLOYEE JOB SATISFACTION, PERCEPTIONS, AND ATTITUDES ON ORGANIZATIONAL PERFORMANCE AND OUTCOMES IN THE PRIVATE SECTOR: A MULTIDIMENSIONAL ANALYSIS IN SAUDI ARABIA 2030

Abstract

The transformative economic context of Saudi Arabia’s Vision 2030 ensures that Sustainable Human Resource Management (HRM) practices are being decorated with a lot of attention due to their potential to positively affect organizational performance. The push towards economic diversification has emphasized the need for HRM practices that help in resonating motivation, satisfaction, and loyalty in the employees. However, there is a dearth of empirical studies devoted to the behavior of the private sector related to these practices in Saudi Arabia, which signals an important research gap. This research explores the impact of sustainable HRM practices on organizational performance in the Saudi Arabian private sector with the possibility of employee job satisfaction, perception of organizational support, and fairness acting as mediators. The study utilized a mixed-methods research strategy and employed stratified random sampling to gather data from 518 respondents representing several sectors using a structured questionnaire. The formulated hypotheses were tested through descriptive statistics, correlation, and regression analyses during a three-month data collection period. The results demonstrate that a significant positive relationship exists between sustainable HRM practices and organizational performance, with job satisfaction and perceived support and justice as moderators. This strong link of sustainable HRM with high job satisfaction and favorable organizational support perceptions highlights their role in promoting firm performance. These findings provide managers and HR professionals with the implicative benefits of incorporating sustainable HRM practices that would result in developing overall organizational outcomes through employee satisfaction and perceptions. This research provides actionable knowledge on the implementation of sustainable HRM practices as a strategic priority in the realization of Vision 2030’s objectives. This study fills an important iii void in the literature by presenting empirical evidence on the impact of sustainable HRM in the private sector of Saudi Arabia and paves the way for further research in this area. Understanding its limitations such as sample size, potential response biases, and cross- sectional design, the directions for further research involve longitudinal studies to investigate in greater detail the links between sustainable HRM practices and organizational performance. Failing the expansion of the research to include comparative studies across different cultural backgrounds could also improve the world’s knowledge about sustainable HRM practices.