Strategic Human Resource Management and Employee Well-Being in Ghana: A Mixed-Methods Study across Public and Private Sectors

Abstract

This study explored the impact of selected strategic human resource management (HRM) practices on employee well-being (EWB) in public and private sector organisations in Ghana. Drawing on Human Capital Theory and Job Demands-Resources (JD-R) Theory, the research employed a convergent mixed-methods approach, integrating quantitative data from 372 employees with qualitative insights from 10 managerial staff across diverse sectors. The quantitative analysis, conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM), revealed that strategic HRM practices significantly enhance employees’ social, subjective, workplace, and psychological well-being. The qualitative findings, analysed thematically, confirm these results and reveal an expanded, culturally rooted understanding of well-being among employees, including physical, emotional, financial, and spiritual dimensions. This study contributes to HRM literature by empirically demonstrating the multi-dimensional influence of strategic HRM on employee well-being in a developing country and by providing practical guidance for HR policy formulation in similar contexts. Keywords: Strategic HRM Practices, Employee Well-Being, Ghana, Mixed-Methods Research, Public and Private Sectors, PLS-SEM, JD-R Theory