The relationship between authentic leadership, high-performance human resource practices and job performance

This study aims to examine the relationship between Authentic Leadership, High-Performance Human Resource Practices and Job Performance of employees in manufacturing companies. The
population of this study consists of manufacturing employees in three different manufacturing companies namely Coleman Wires and Cables, Royal Packaging and Industries Ltd and Gharsu
Services Ltd. A cross-sectional research design was employed. The respondents were chosen using convenience sampling. Data was collected using an online survey. A total of 240 employees responded to the survey. SPSS software was used to analyze and test the hypotheses formulated in the study. The findings revealed that out the of two factors examined only High-Performance
Human Resource Practices showed a significant relationship with job performance, while authentic leadership had no significant relationship with job performance. The study's findings identified useful practical implications for both researchers and decision-makers. The result of this study will contribute to the understanding of how leaders and organizations engaged their workforce and high-performance human resources are practiced in both industrialized and developing nations.