ABSTRACT: Employee behavior, motivation, and performance are influenced by Human Resource Management (HRM) policies and practices. This is especially seen in the fast-growing and tech-driven sectors like healthcare technology. Although there is plenty of research showing the link between HRM practices and employee performance, the majority of the research has looked at large companies and used only quantitative methods. This has created a gap in the understanding of how HRM practices effect performance management in healthcare technology startups from a qualitative point of view. Therefore, this study sought to understand the impact of HRM practices on performance management in Hummingbird Health Pte. Ltd., a radiology and medical imaging technology company located in Asia. In this study, a methodological triangulation was employed through purposive sampling consisting of three participants from strategic, operational, and administrative levels who participated in the study using semi-structured interviews and structured questionnaires. This study focused on the following core six HRM practices which included training and development, performance appraisal, teamwork, employee participation, job definition and compensation, as these practices were analyzed using the Ability Motivation Opportunity (AMO) Theory. Study findings suggest that structured training and development programs cultivated employee knowledge and self-assurance, while performance evaluations based on KPIs defined boundaries and strengthened responsibility. Employees’ support and collaboration demonstrated teamwork as a significant driver through collective problem solving. Performance of employees was supported with clear job definitions, yet in a start-up setting the changing of one’s role led to difficulties in fair performance evaluations. Compensation tied to performance was seen as motivational and encouraged continued effort. In summary, the research illustrates the significance of integrating HRM processes systemically within the parameters of performance management for organizational efficiency in healthcare technology start-up enterprises. The results provide HR professionals and managers with opportunities to enhance the substantive and developmental aspects of HRM and strengthen performance management.

Keywords: Human Resource Management Practices, Performance Management, Healthcare, Employee Performance, AMO Theory