In the rapidly changing and competitive business environment of today, organizations are realizing increasingly the central role played by Human Resource (HR) practices in bringing sustainable performance and development. With companies competing to hire, keep, and grow employees, strategic deployment of HR practices has emerged as a keystone to organizational excellence. It is hence essential that researchers and practitioners recognize which HR practices are most important for performance. This research explores how critical HR practices training and development, fair pay, work-life balance, and leadership support impact organizational performance. Drawing upon the resource-based view and human capital theory, the study situates these HR antecedents as strategic drivers that drive employee capability, satisfaction, and retention and, in turn, enhance organizational outcomes. Data was collected using a structured questionnaire from a sample of 225 employees in diverse industries. Statistical techniques, such as correlation and multiple regression, was used to examine the relationship between the independent variables (HR practices) and the dependent variable (organizational performance). The findings demonstrate a strong and positive relationship among all four HR precursors and organizational performance. Of these, leadership support, training, and development were the strongest predictors, which supports the significant role of investment in human capital and a positive working environment. Equitable reward and work-life balance also had beneficial impacts, and they were strong in stimulating employees' motivation and long-term commitment. The research confirms the strategic value of HR practices for sustainable performance. By prioritizing developmental programs, equitable reward systems, employee well-being, and leadership engagement, organizations can promote a high-performance culture. The study provides empirical insights to business executives and HR professionals who must align strategies with company objectives. Follow-up studies would investigate intervening factors like organizational culture or employee commitment to explain through which mechanisms HR practices influence performance.