scholarly journals Investigating the impact of human resource management practices on employee engagement, and the moderating role of strategy implementation in Egypt

2021 ◽  
Vol 19 ◽  
Author(s):  
Mohamed M. Saad ◽  
Hazem R. Gaber ◽  
Ashraf A. Labib
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Banking Sector ◽  
Research Approach ◽  
Hrm Practices ◽  
The Impact ◽  
Moderating Role

Orientation: The concept of employee engagement has attracted the attention of both academics and practitioners due to its importance in enhancing the performance and profitability of organisations.Research Purpose: This article examines the impact of human resource management (HRM) practices on employee engagement in the Egyptian context. The purpose of this article was to develop an in-depth understanding of the concepts of HRM practices and their impact on employee engagement, and the moderating role of strategy implementation.Motivation for the study: Given the scarcity of research that examines the impact of HRM practices on employee engagement especially in the banking sector, this article examines how different HRM practices can influence the level of employee engagement.Research approach/design and method: For the purpose of answering the research questions and testing the proposed hypotheses, a quantitative research approach was adopted by distributing a questionnaire to 228 employees from the banking sector in Egypt.Main findings: The findings indicated that HRM practices had a positive significant impact on employee engagement. In particular, these practices included selection and hiring, job design as well as reward and payment systems. However, the findings showed that the strategic implementation does not moderate the relationship between HRM practices and employee engagement.Practical/managerial implications: This article provides some guidelines for organisations to follow to fully utilise the power of employee engagement by applying effective HRM practices.Contribution/value-add: The contribution of this study is that it is one of the few studies that have so far investigated this relationship in the Egyptian environment.

Employee satisfaction, employee engagement and turnover intention: The moderating role of position level

2021 ◽  
pp. 1-16
Author(s):  
Decheng Wen ◽  
Dongwei Yan ◽  
Xiaojing Sun
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Pay Satisfaction ◽  
The Relationship ◽  
Moderating Role

BACKGROUND: Employee satisfaction, employee engagement and turnover intention have always been hot issues in the study of sustainable human resource management. Understanding the relationship among the three is critical for both researchers and human resource practitioners. OBJECTIVE: This study aims to distinguish the effects of employee satisfaction on employee engagement and turnover intentions, and explore the mediating roles of employee engagement and the moderating effects of position level. METHODS: Structural equation modelling and questionnaire. RESULTS: Pay satisfaction, satisfaction with supervisor, satisfaction with work itself, and satisfaction with promotion have positive impacts on employee engagement significantly. Pay satisfaction, satisfaction with supervisor, satisfaction with promotion, satisfaction with co-workers have negative impacts on turnover intention. Employee engagement have a negative impact on turnover intention. Employee engagement partially mediates the relationships between satisfaction with supervisor and turnover intention as well as satisfaction with promotion and turnover iIntention. The moderating roles of position level between satisfaction with supervisor, satisfaction with co-workers and turnover intention have been supported by data. CONCLUSIONS: This paper validates the relationship among employee satisfaction, employee engagement and turnover intention, and the moderating role of position level systematically. Some suggestions are provided for practitioners in the area of human resource management.

Exploring the impact of perceived AMO framework on constructive and destructive deviance

2019 ◽  
Vol 40 (5) ◽  
pp. 994-1011 ◽  
Author(s):  
Pooja Malik ◽  
Usha Lenka
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Equation Modeling ◽  
Content Type ◽  
Perceived Ability ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement. Design/methodology/approach Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses. Findings Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation. Research limitations/implications This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices. Originality/value This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

scholarly journals Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

2018 ◽  
Vol 38 (7-8) ◽  
pp. 606-636 ◽  
Author(s):  
Alima Aktar ◽  
Faizuniah Pangil
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

scholarly journals Green Human Resource Management and Environmental Innovativeness

2021 ◽  
Vol 16 (6) ◽  
pp. 1117-1130
Author(s):  
Sufaid Ali ◽  
Anees Janee Ali ◽  
Khurram Ashfaq ◽  
Jamshed Khalid
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Furniture Manufacturing ◽  
Green Human Resource Management ◽  
Innovative Culture ◽  
Moderating Role

Drawing upon the resource-based view and the situated learning theory, this study examined the effect of green human resource management (HRM) practices on the firm environmental innovativeness. The moderating role of organizational innovative culture on the relationship between green HRM and firm environmental innovativeness was also assessed. A survey of 212 furniture manufacturing companies in Malaysia was analyzed using structural equation modeling. Results from the data analysis suggest that green HRM practices are positively associated with the firm environmental innovativeness. The positive effect of green training and green compensation on firm environmental innovativeness was found to be increased by moderating the role of organizational innovative culture. The present study clarifies key green HRM practices that can assist the environmental innovativeness in Malaysian furniture manufacturing firms and advances related research by proposing and examining an overarching model to enlighten such synergies and the moderating role of organizational innovative culture. The findings further extend the scope of green HRM research to promote innovation in the manufacturing firms. The theoretical and practical implications of green HRM are presented to enhance the environmental innovativeness.

The impact of empowerment-focused human resource management on relationship learning and innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huiying Zhang ◽  
Man Yang ◽  
Baofeng Huo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Theoretical Explanation ◽  
Equation Modeling ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

PurposeIn the field of innovation, there is growing interest in exploring the factors that determine the extent to which firms can learn from external sources. However, most previous studies neglect the role of human factors. Little is known about which employee behaviors are desirable for boundary-spanning learning activities and which human resource management (HRM) practices are appropriate to respond to external knowledge transfer across boundaries. To fill this gap, the authors investigate the role of empowerment-focused HRM in interfirm learning and explore the integration of external inputs from the perspective of employees.Design/methodology/approachBased on empirical survey data collected from different countries, the authors test the proposed model with structural equation modeling.FindingsThe authors’ findings indicate that empowerment-focused HRM practices, including job enrichment, job autonomy, teamwork and cross-functional communication, are positively associated with relationship learning.Originality/valueIn this study, the authors present a theoretical explanation for how empowerment-focused HRM may influence firm's innovation through relationship learning process and provide empirical evidence regarding the specific HRM practices that can have different effects on the different phases of relationship learning.

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