ORGANIZATIONAL EQUITY'S MEDIATING EFFECT ON HR MECHANISMS AND PRACTICES' INFLUENCE ON EMPLOYEES' CAREER OUTCOMES IN CHINA

Abstract Human resource management is considered the soul of organizational success, encompassing the essential tasks of selecting, managing, and retaining people while fostering an equitable and healthy working environment. As industries evolve, the scope of HR mechanisms and practices expands, necessitating an evaluation of their effectiveness in various contexts. The growing emphasis on organizational equity highlights the need for its integration into HRM frameworks. This study explores the impact of human resource mechanisms and human resource practices on employees' career outcomes in Henan Province, China, with organizational equity as a mediating factor. Data were collected from 660 respondents across various industries through survey questionnaires, and multiple regression analysis was used to test the relationships. The results indicate that both HR mechanisms and HR practices significantly enhance career outcomes, such as job satisfaction, growth, and motivation. Organizational equity was found to mediate these relationships, emphasizing the importance of fairness and transparency in HR practices. The study suggests that organizations prioritize fairness and equity in HR practices, such as performance evaluations and career development programs, to improve employee outcomes. This research contributes to the human resource management literature by highlighting organizational equity's mediating role and offering insights for future studies.