Exploring the Role of Job Satisfaction in the Link between Organizational Outcomes and Human Resource Management Practices

This study investigates the influence of job satisfaction on the relationship between organizational commitment and Human Resource Management (HRM) practices. Using a cross-sectional survey of 220 employees across various departments and roles, data were collected on HRM constructs such as recruitment and selection, training, rewards and recognition, performance appraisal satisfaction, and work environment. Structural Equation Modeling (SEM) and bootstrapping were employed to test direct and indirect effects. Results revealed that all HRM practices significantly enhanced organizational commitment, with path coefficients ranging from 0.44 to 0.55. Job satisfaction emerged as a strong mediator, showing the highest indirect effects through rewards and recognition (0.28, [Formula: see text]), work environment (0.33, [Formula: see text]), and training (0.30, [Formula: see text]). Moreover, job satisfaction had a substantial direct effect on organizational commitment (0.65, [Formula: see text]). Reliability and validity were confirmed through Cronbach’s Alpha values (0.80–0.88) and model fit indices ([Formula: see text], [Formula: see text], [Formula: see text]). Overall, the findings provide empirical evidence that job satisfaction is the key link between HRM practices and organizational outcomes, emphasizing the strategic importance of fostering employee satisfaction through supportive HR policies and conducive work environments to enhance long-term commitment and performance.