The Role of Organizational Learning Culture and HRM Practices in Enhancing Job Performance: A Mediated Model of Knowledge Development and Internalization

This study investigates the influence of organizational learning culture and human resource management (HRM) practices on job performance in Malaysian universities, highlighting the mediating role of knowledge development and internalization.The research draws attention to how a supportive learning culture within academic institutions enhances performance by facilitating knowledge absorption and application among staff members.Data were collected from 300 purposively selected academic and administrative personnel working across several prestigious Malaysian universities, representing a broader population of approximately 15,000 staff members.Respondents were chosen for their relevant experience with HRM, organizational learning, and performance-related processes.Using a quantitative approach, data were gathered through a structured online survey and analyzed using Structural Equation Modelling (SEM).The findings reveal that organizational learning culture plays a critical role in shaping job performance outcomes, both directly and through its influence on knowledge development and internalization.Moreover, HRM practices significantly complement the effects of learning culture, further enhancing performance across institutional contexts.These findings underscore the strategic importance of embedding a culture of continuous learning and targeted HRM interventions to foster staff effectiveness and institutional excellence.This study provides actionable insights for university leaders and policy-makers aiming to improve performance by leveraging organizational learning dynamics.Future research should consider broader geographical samples and longitudinal approaches to further validate the model's generalizability.