Abstract
The relationships among the HRM practices, employee engagement and performance have received a significant attention all over the world. This study has attempted to develop a conceptual framework using the role of employee engagement as mediator in HRM practices and performance relationship in the readymade garment industry in Bangladesh. The proposed framework portrayed that HRM practices have positive influence on both employee engagement and performance. Similarly, employee engagement also has a positive influence on performance. The policy makers and other HR consultants and practitioners certainly can improve the employee performance by using this model. DOI: 10.5901/mjss.2016.v7n4p87
Highlights
Employees’ performance ensures the survival as well as growth of the organizations (Emami et al, 2013)
The insufficiency of research on the HRM practices led Arrowsmith and Parker (2013) to come to a conclusion that the effects of HRM practices on work engagement remain unclear to HR practitioners
readymade garment (RMG) industry in Bangladesh has been observed as the life-blood for the economy of the country for more than two decades (Ahmed et al, 2013), boost up economy with more than 80% of the total exports of the country (Export Promotion Bureau, 2014) and contributing to the GDP by 13% (Wikipedia, Bangladesh RMG Sector, 2015)
Summary
Employees’ performance ensures the survival as well as growth of the organizations (Emami et al, 2013). Some argued that HRM practices should be treated as the core element for organizations success by means of improved employee performance (Al-Homayan, Shamsuddin and Islam, 2013). According to Karatepe (2013) HRM practices have positive and direct relationship with employees’ work engagement, especially in labour intensive organization. HRM practices have been noted as an indicator of employees’ work engagement, motivation and more commitment (Karatepe, 2013; Salanova et al, 2005). Karatepe (2013) emphasizes on training, empowerment and rewards system, while Salanova et al (2005) considered training and autonomy as HRM practices that promote engagement. Saks (2006) measured employee engagement by introducing two important practices such as reward and recognition. The insufficiency of research on the HRM practices led Arrowsmith and Parker (2013) to come to a conclusion that the effects of HRM practices on work engagement remain unclear to HR practitioners
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
