The Influence of Human Resource Management Practices on Employee Performance at Private Companies in Oman: Moderating Role of Organizational Politics

Abstract

In Oman's private sector, one of the most pressing challenges is employee performance. As a result, the 
current research intends to analyse the moderating role of organisational politics in observing the impact 
of human resource management practices on employee performance. The research used a quantitative 
research design. Through an emailed survey questionnaire, 420 samples were collected using the 
convenience sampling technique. The acquired data was analysed using SPSS v23 and Smart-PLS 3.3.3, 
with the results revealing that of the 10 hypotheses given, all five direct associations found a significant 
positive relation. However, none of the five moderating hypotheses revealed significant with 
organisational politics. As a result, the findings might be useful to HR professionals, policymakers, and 
government agencies in Oman. The public sector companies and other HR variables that were not 
included in this study could be incorporated in a future study. Furthermore, the study was undertaken for 
the first time in Oman in selected private companies utilising Harvard Theory of HRM, and the use of 
organisational politics as a moderating variable made a significant contribution to the study.