Title: Strategic human resource management and organisational performance - mediating effect of relational climate in public sector in India

Authors: Anurag Chourasia; P.C. Bahuguna

Addresses: School of Business, University of Petroleum and Energy Studies, Dehradun, India ' School of Business, University of Petroleum and Energy Studies, Dehradun, India

Abstract: Interactions and relationships among the members of an organisation constitute the foundation of an organisation. The purpose of this paper is to explore the interactional aspect of strategic human resource management (SHRM) and empirically test the role of relational climate in enhancing organisational performance (OP). This research is anchored on the 'relational models theory' of Fiske (1992) to explain relational climate and the 'social interdependence theory' of Johnson and Johnson (2005) to comprehend how relational climate affects OP. Data were obtained from 327 executives through a questionnaire survey from ten public sector oil companies in India and analysed through SPSS and structural equation modelling. By empirically examining a positive correlation between relational climate and organisational performance, this study adds to the body of knowledge on relational HRM. Hence, managers must build an effective relational climate that will facilitate in developing a relational climate in the workplace to improve organisational performance.

Keywords: relational climate; relational models theory; social interdependence theory; organisational performance; strategic human resource management; SHRM; India.

DOI: 10.1504/IJICBM.2025.145668

International Journal of Indian Culture and Business Management, 2025 Vol.34 No.4, pp.409 - 428

Received: 13 May 2023
Accepted: 24 Jun 2023
Published online: 14 Apr 2025 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article