Abstract
Purpose This study aims to investigate the effects of HRM practices on administrative and faculty members’ work engagement and organizational commitment at Minhaj University Lahore, Pakistan. The primary objectives of the research are to investigate how HRM practices – such as selection and recruitment, training and development, rewards and compensation, job security, employee, participation and performance appraisal, directly and indirectly, influence organizational commitment via work engagement. Design/methodology/approach The study uses a quantitative research methodology using a survey questionnaire given to academic and administrative staff at Minhaj University Lahore. For descriptive statistics, SPSS was used, and Smart PLS 3.3.3 was used for structural equation modelling (SEM). Findings The results indicate that while selection and recruitment, rewards and compensation and job security do not show a significant direct impact, training and development, employee participation and performance appraisal significantly influence work engagement. Moreover, work engagement also influenced organizational commitment. In addition, work engagement significantly mediates the relationship between training and development, employee participation, performance appraisal and organizational commitment. However, selection and recruitment, rewards and compensation and job security do not show significant mediation effects. Practical implications To enhance work engagement in Pakistani HEIs, focus on tailored training, active faculty participation, effective appraisals and competitive compensation while fostering a supportive environment and recognizing accomplishments to increase commitment and institutional performance. Originality/value This study emphasizes the importance of particular tactics catered to the regional academic context for institutional performance and sustainability, providing novel insights into enhancing work engagement and organizational commitment in Pakistani higher education.
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