Optimising Individual Performance in the Digital Age: Integrating Human Resource Management Practices into Corporate Governance

Abstract

The context of this study is based on the evolution of human resource management (HRM) practices in the digital age and their integration into corporate governance to optimize individual performance. According to Storey (1992), there has been a significant shift towards a human capital-centered approach, highlighting the growing importance of human resources in achieving organizational goals. Concurrently, the advent of the digital era has profoundly influenced HRM practices (Lepak & Snell, 1999), necessitating rapid adaptation to new technologies and work methods (Brynjolfsson & McAfee, 2014).

The objective of our research is to analyze how this integration of HRM practices can optimize individual performance in the digital age. To achieve this objective, we adopted a hypothetico-deductive approach and positivism as our epistemological stance.

We used a quantitative approach for this study, adopting a multiple regression methodology. Data were collected through questionnaires administered to a sample of 100 HR managers and key employees. The independent variables included various HRM practices, while the dependent variable was individual employee performance.

Multiple regression allowed us to determine the specific impact of each HRM practice on individual performance while controlling for other variables. The results show a significant correlation between the integration of HRM practices and individual performance, confirming the importance of this integration.

Keywords: Individual Performance, Digital Era, Human Resources Management, Corporate Governance.

Classification JEL : O15

Paper type : Empirical Research