Background: Even though management practices are recognized as important factors in enhancing quality of health care, many studies hitherto has focused on individual practices, overlooking the contexts within which these practices are operating. Human resource (HR) practices are key for enhancing employee and performance and received substantial attention in recent research on management sciences.. Methods: We conducted a systematic review of the literature for two purposes. First, to understand how the major management practices and employee performance are linked. Secondly, to forward suggestions that will guide further research on how research in such a complex relationship might best be undertaken. Results: This paper is a review of 106 relevant articles (out of the total 398 articles as per the set criteria) published in pre-eminent international refereed journals between 1994 and March 2013. The review covers the linkages between HR practices on employee performance guided by key theoretical framework/model informing the article; findings on HR practices and employee performance conceived and operationalized. The study shown disparities in the concepts and treatment of HRM practices and performance, but also some commonalities that show guidance on how to best undertake future research on the link between strategic HRM practices, individual and organizational performance in promoting quality of health care in the developing countries. Conclusions: There is a need to develop systems approach of assessing the structural and process dimensions and apply comprehensive model to analyze the correlation between strategic HRM and employee performance at micro and macro level.
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