Influence of human resource management practices on employee engagement in developing economy

Shaheen Ahmed,Sheikh Rafiqul Islam

doi:10.4038/jbs.v5i2.35

Abstract

Employee engagement is considered as a vital issue to the practitioners for smooth operations of their business concerns. Thus, the study is conducted to measure the influence of Human Resource Management (HRM) practices as an antecedent of employee engagement. This study collected data from 392 operational level employees through survey method who is working at different garment factories in Bangladesh. The collected data were analyzed through structural equation modeling to partial least square method. The study empirically proves that employee compensation and employee promotion opportunity have significant influence on the employees’ engagement level. This study has both theoretical and practical implications in the context of ready-made garment industry in Bangladesh since employee engagement regarded as comparatively new concept in the developing context. The practitioners and policy makers of the organization are expected to make necessary adjustments in their existing HRM practices on the basis of the results of this model in the context of developing economy like Bangladesh for enhancing the employee engagement level so that their whole-hearted efforts can be ensured for the smooth operations of business.

Highlights

Employee engagement is regarded as an important issue to the practitioners as well as academicians since it has enormous positive influences for achieving the target of the organization
In partial least square (PLS)-structural equation modeling (SEM) path modeling, items and constructs of the study come through the fulfillment of quality parameter produce reliable results that have influence on the exogenous construct
The employee engagement concept becomes an important issue in the organization since it devotes employees at the workplace

Summary

Introduction

Employee engagement is regarded as an important issue to the practitioners as well as academicians since it has enormous positive influences for achieving the target of the organization. The concept of employee engagement was first imagined by Kahn (1990), it receives considerable acceptance from the mid of last decade. Kahn (1990) considers employee engagement in performing the job duties in such a way where employees employ their physical, cognitive and emotional connection. Shuck and Wollard (2010) consider employee engagement as cognitive, emotional and behavioral state of employees which leads employees to achieve organization’s desired outcomes. Shuck, Rocco and Albornoz (2011) find a link between Maslow’s (1943) motivation theory and Kahn’s (1990) employee engagement concept. Few sociologists concluded that Kahn’s concept was badly dominated by the theorists of motivation (Shuck & Wollard, 2010)

Objectives

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Discussion

Conclusion