The Role of Human Resource Management Practices in Reducing Job Alienation: The Mediating Role of Perceived Organizational Support”

Mohsen DEBABI

This study examines whether human resource management (HRM) practices reduce job alienation and whether perceived organizational support (POS) transmits this relationship among employees of the Ministry of Health branch in the Asir region of Saudi Arabia. Data were obtained through an electronic questionnaire. After screening one patterned response and three influential outliers, 169 valid responses were analyzed using SPSS and partial least squares structural equation modeling. HRM practices were perceived at a moderate level, POS at a relatively high level, and job alienation at a low level. The measurement model demonstrated acceptable reliability, convergent validity, and discriminant validity. HRM practices were negatively associated with job alienation (β = -0.170, p < 0.001) and positively associated with POS (β = 0.616, p < 0.001), while POS was negatively associated with job alienation (β = -0.245, p < 0.001). In the mediation model, the direct HRM-alienation path became nonsignificant (β = -0.036, p = 0.428), whereas the indirect effect through POS remained significant (β = -0.134, p < 0.001), indicating full mediation. The findings show that HRM practices reduce psychological detachment principally when employees interpret them as organizational care, appreciation, and support.

Balanced Scorecard-Based Performance Analysis of the Regional Public Service Agency (BLUD) at the Tanasitolo Health Center, Wajo Regency, Indonesia

The performance of Regional Public Service Agencies (BLUDs) in public service organizations, such as community health centers, needs to be assessed comprehensively to support decision-making and improve service quality. This study aimed to analyze the performance of the BLUD at the Tanasitolo Community Health Center UPTD, Wajo Regency, Indonesia, based on the four Balanced Scorecard perspectives—learning and growth, internal business processes, customer, and financial—and to identify the factors supporting and inhibiting its performance. This study employed a mixed-methods approach using a sequential explanatory design. The quantitative phase used a descriptive cross-sectional approach, with questionnaires administered to 63 employees through total sampling. This was followed by a qualitative phase involving in-depth interviews with purposively selected key informants, which were analyzed thematically. The results showed that BLUD performance was categorized as high across all four Balanced Scorecard perspectives, with relatively similar mean scores: learning and growth (69.95 ± 4.26). internal business processes (70.14 ± 2.93). customer (70.48 ± 3.65). and financial (69.75 ± 4.28). with an overall performance score of 70.84± 4.48. The qualitative findings revealed that limited digital infrastructure, an imbalance between staff availability and patient volume, complex service procedures, and manual financial record-keeping were the main inhibiting factors. Conversely, competency mapping, supervision of standard operating procedures, and the flexibility of BLUD revenue management were identified as supporting factors. The integration of quantitative and qualitative findings provided a more comprehensive understanding of BLUD performance, particularly given the relatively uniform quantitative achievements across the four Balanced Scorecard perspectives. Strengthening information systems, ensuring adequate staffing, simplifying service procedures, and modernizing financial record-keeping should therefore be prioritized to further improve BLUD performance.

Asia Pacific Journal of Health Management

The Role of Human Resource Management Practices in Reducing Job Alienation: The Mediating Role of Perceived Organizational Support”

Balanced Scorecard-Based Performance Analysis of the Regional Public Service Agency (BLUD) at the Tanasitolo Health Center, Wajo Regency, Indonesia