Journal of Resource Management and Decision Engineering 3 Serial Number 9 2024 11 01 Testing a Human Resource Performance Management Model with a Strategic Value Development Approach Testing a Human Resource Performance Management Model with a Strategic Value Development Approach 10 16 10.61838/kman.jrmde.3.4.2 EN Journal Article 2024 06 11 <p>The objective of this study is to design and validate a human resource performance management model with a strategic value development approach to enhance organizational effectiveness and sustainability. This study employed an exploratory-applied research design using a mixed-methods approach. In the qualitative phase, thematic analysis was applied to semi-structured interviews with 10 purposively selected experts from knowledge-based companies in Iraq, based on the principle of theoretical saturation. In the quantitative phase, a cross-sectional survey was conducted with 384 randomly selected employees from the same population, using a researcher-developed questionnaire derived from the qualitative findings. Data were analyzed using structural equation modeling (SEM) via SmartPLS software. Model fit was assessed through GOF (Goodness of Fit) indices, and relationships between latent variables were evaluated using t-values and path coefficients. The findings revealed five key dimensions of the proposed model: goal and standard setting, work performance development, regular feedback and evaluation, reward and incentive system development, and skill and knowledge development. A total of 142 initial codes were extracted in the qualitative phase, which were synthesized into 24 secondary codes. The quantitative analysis confirmed the significance of all hypothesized relationships, with t-values exceeding the 1.96 threshold and second-order factor loadings ranging from 0.921 to 0.942. The GOF value of 0.64 indicated a strong overall model fit, confirming the robustness of the proposed structure. The results demonstrate that strategic HR performance management significantly contributes to setting clear goals, developing competencies, providing effective feedback, and aligning reward systems with organizational strategy. The integration of these components enables organizations to enhance employee motivation, foster continuous improvement, and make data-driven HR decisions. This model provides a comprehensive framework for aligning HRM practices with strategic value creation and offers practical insights for managers seeking to optimize human capital in dynamic environments.</p> https://journalrmde.com/index.php/jrmde/article/download/58/53