Abstract
The purpose of the paper is to identify the specific dimensions of Human Resource Development Climate (HRDC) that significantly affect Employee Engagement (EE). It places the importance of HRDC in enhancing EE within the public sector in a developing country and finds answer to the question on the dimension of HRDC that causes employees to be engaged. The paper uses a self-designed questionnaire, made up of Rao and Abraham (1990) HRD Climate survey and Utrecht Work Engagement Scale by Schaufeli et al., (2002) to gather data from 355 respondents and analysed using multiple regression. Based on the data analysed, results showed that HRDC has a positive and significant effect on employee engagement. Additionally, it was found that employees are highly engaged in situations where their organisation exhibits the HR Mechanism dimension of HRDC. The limitation is, it did not focus on the entire public sector but focused on civil servant. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm or refute the findings. This study adds to the limited literature on HRDC and EE in public sector organisations in a developing country. This finding brings to bear the major dimension of HRDC that managers should focus on to improve employee engagement in a developing country where there exist a high power distance culture.
Highlights
Human resource is believed to be the most essential resource in organisations and organisations cannot survive without them
Employee engagement, defined as a positive work-related psychological state characterised by a genuine willingness to contribute to organisational success (Albrecht, 2010), is of prime importance as today's organisations continue to face high competition and rapid changes
The results show that between the different variables of HRD climate, HRD mechanism dimension of the Human Resource Development Climate (HRDC) has the highest impact on employee engagement
Summary
Human resource is believed to be the most essential resource in organisations and organisations cannot survive without them. Employee engagement (EE) has gained momentum because of its predictive influence on employee performance (Ismail, Iqbal, & Nasr, 2019; Schaufeli & Salanora, 2007) and considered a critical indicator for the success of organisations (Rasheed, Khan, & Ramzan, 2013) and determinant of the quality of service, employee retention and financial performance of organisations (Harter, et al, 2002) This may be because of their unique characteristics of having a positive, fulfilling, work-related state of mind characterised by vigour, dedication and absorption (Schaufeli et al, 2002). This explains why in order to survive and prosper in a continuously changing environment, modern organisations in addition to having 'healthy' employees need employees who are vigorous, dedicated and absorbed in their work (Schaufeli & Salanova, 2007) which reflects a description of an engaged employee
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