This research aims to investigate the impact of knowledge-based human resource management (KBHRM) practices on organizational performance through the mediating role of quality and quantity of knowledge worker productivity (QQKWP). The data were collected from 325 employees working in different private universities of Pakistan by using convenience and purposive sampling techniques. The quantitative research technique was used to perform analysis on WarpPLS software. The result revealed that only knowledge-based recruiting practices have a positive and significant direct effect on organizational performance. While knowledge-based performance appraisal practices, training and development practices and compensation practices all were insignificant in this regard. However, through mediator QQKWP, the knowledge-based recruiting practices (KBRP), knowledge-based training and development (KBTD), and knowledge-based compensation practices (KBCP) all were positively and significantly influencing organizational performance but only knowledge-based performance appraisal (KBPA) was insignificant in this mediating relationship. Lastly, the current study provides useful insights into the knowledge management (KM) literature in the context of private higher educational institutes of developing countries like Pakistan. The future studies should consider the impact of KBHRM practices on knowledge workers’ productivity and firms’ performances in the context of public universities.

The need for strategic alignment within HR management increased managers’ concern about individual behavior and how this behavior was related to the achievement of goals. In public management, effectively managing employees’ performance has been necessary since Weber’s bureaucratic administration. The individual performance appraisal is the right tool to assess employees’ competencies. Thus, we proposed the following research question: Which factors, as pointed out by theory, have the most significant influence on the individual performance appraisal process? The quantitative method was applied to answer this question, developing and testing a scale via EFA and a hypothetical model via SEM-CB. The results indicated a scale with 25 items able to access the main points of the IPA process and a hypothetical model with 7 constructs that indicate the influence on employee engagement. The main finding is the significant influence of feedback on the whole process. The main theoretical contribution was the construction of the MIPAS scale, and the practical contribution was to identify the points where managers should focus on improving the IPA process with their subordinates.

With the development of economic globalization and integration, enterprises should survive and develop in the fierce market competition environment, need to enhance their own competitive ability, and human resources is the fundamental and key of enterprise competitiveness. In order to achieve the objectives of enterprise organization, we need to establish a sound performance appraisal system for employees and departments, and with effective incentive mechanism to fully mobilize the enthusiasm of the staff and create potential to continuously improve the performance level. The traditional staff performance appraisal method cannot meet the needs of modern enterprises, the establishment of a basic sound, with enterprise characteristics, to a full range of staff performance appraisal method as the core of the performance management system, from different levels of personnel to collect evaluation information, multi-angle, the whole perspective of the staff to conduct a comprehensive performance appraisal, comprehensively enhance the level of human resources management. This paper mainly elaborates how the enterprises implement the performance appraisal, the performance to achieve the effect and properly handle the enterprise and the staff assessment and assessment of the relationship between the performance appraisal for the enterprise staff put forward some ideas and suggestions.