Strategic human resource practices and organisational culture in SMEs and large manufacturing companies in Bahrain

Hashem Ali Issa Almuslamani, Salina Daud

Research output: Contribution to journalArticle

Abstract

Strategic HR practices have faced several challenges in the manufacturing sector in Bahrain, such as a shortage of both quality employment and appropriate national skills, as well as many weaknesses existing in the organisational culture. Therefore, this study was motivated by the desire to examine the effects of strategic human resource (HR) practices on four types of organisational culture (clan culture, adhocracy culture, market culture, and hierarchy culture), in small, medium, and large manufacturing companies in Bahrain. A cross-sectional survey was utilised in this study using a self-administered questionnaire to collect data. The total number of usable questionnaires was 159, with a response rate of 75.4%. The findings indicated that strategic HR practices have significant and positive effects on the four types of organisational culture in small, medium and large companies in the manufacturing sector. The study resulted in several implications for researchers and decision makers to strengthen the relationship between strategic HR practices in a way that supports the organisational goals.

Original languageEnglish
Pages (from-to)66-80
Number of pages15
JournalInternational Journal of Innovation, Creativity and Change
Volume8
Issue number7
Publication statusPublished - 01 Jan 2019

All Science Journal Classification (ASJC) codes

  • Education
  • Arts and Humanities (miscellaneous)

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