HR market orientation, HR customer satisfaction and business performance

Purpose The purpose of this study is to develop a theoretical framework for human resource (HR) market orientation that each HR department needs to better identify and meet its key customers’ needs and create value for them. Design/methodology/approach Based on theory synthesis and modeling approaches to conceptual research, this study attempts to advance research on the human resource management (HRM) literature by developing a process framework to HR market orientation to create value for HR customers. Findings The findings of this study revealed that the concept of HR market orientation is a multi-step process including HR customer identification, HR customer analysis, HR customer insight dissemination, HR product development and HR customer learning. Furthermore, this study indicates that the process of HR market orientation enables an HR department to create value for its customers and, thus have more satisfied customers Research limitations/implications From a research perspective, this study proposes a theoretical framework for a market-orientated HR in an HRM context. Practical implications This study provides HR leaders with an HR market orientation process that they can use it to better understand and meet HR customer needs. Originality/value Although prior studies have recognized the importance of market orientation as a customer-linking capability at the business level, HR market orientation as a process of identifying and meeting internal and external HR customers’ needs in an HR context, and its relationship to HR customer satisfaction and business performance has not yet addressed.