High-Performance Work Practices, Employee Engagement, and Employee Performance

Abstract

Anchored on the social exchange theory, this chapter examines the indirect effect of employee engagement on the relationship between high-performance work practices (HPWPs) and employee performance in a public higher education context. The participants were select teaching and non-teaching personnel of a public state university in the Philippines (n = 200). The results of using a predictive research approach and partial least squares (PLS) path modeling using WarpPLS 8.0 revealed that HPWPs have a significant and direct effect on employee engagement and performance. Moreover, employee engagement was found to have a considerable impact on employee performance, and act as a mediator on the relationship between HPWPs and employee performance. Both practical and theoretical implications were provided in this study.