Abstract
This study is a systematic and scientific attempt to fill five identified research gaps in the existing literature with regard to employee engagement through the use of empirical evidence from Sri Lankan listed companies. This study focuses on investigating employee engagement, its selected dynamics such as high-performance work practices (HPWPs), religiosity, personal character, leadership, work–life balance, and mediating effects of employee engagement on the relationship between the selected dynamics and employee job performance. The data gathered from 272 executives and managers in the Sri Lankan listed companies were analyzed and a set of hypotheses established and developed based on the theoretical and empirical accounts with regard to the dynamics of employee engagement, the combined effect of the dynamics of employee engagement, employee engagement as an independent variable, and the mediating role of employee engagement. A total of 12 hypotheses were tested with minimum researcher interference, in a noncontrived setting as a cross-sectional study and they were substantiated. Implications of the research findings have been discussed.
Highlights
Human resource (HR) is the most valuable asset for an organization (Shrotryia & Dhanda, 2019) and employee retention is considered as the heart of organizational success (Khalid & Nawab, 2018)
This is supported by the definition formulated by Iddagoda et al (2016), namely, employee engagement is the extent to which an employee gets involved in the job and the organization cognitively, emotionally and behaviorally
In the business and academic domains, there is a desire to understand the essence of employee engagement in the present day, as the outcomes contribute to employee job performance (Anitha, 2014; Kang & Sung, 2019; Wassem et al, 2019)
Summary
Human resource (HR) is the most valuable asset for an organization (Shrotryia & Dhanda, 2019) and employee retention is considered as the heart of organizational success (Khalid & Nawab, 2018). Other resources make things possible, but only engaged employees make things happen. Organizations do want their employees to be engaged with their work (Patrick & Bhat, 2014) as well as with their organization, which is one reason why employee engagement has become a buzzword in the business world. Employee engagement is a hallmark of the relationship between an employee and his or her organization, as well as his or her job This is supported by the definition formulated by Iddagoda et al (2016), namely, employee engagement is the extent to which an employee gets involved in the job and the organization cognitively, emotionally and behaviorally
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