Significance of Supportive HRM Practices and Job Satisfaction towards Work Engagement

Sultan Saqar Alwahaibi,Mohammed Ali Akour

doi:10.33166/acdmhr.2021.03.003

Abstract

The main intention is to probe the impression of the HR practices on work engagement. The study has tested the intervening role of job satisfaction in the connection between supportive HR practices (job security and job crafting) and work engagement. In line with this, partial least square (PLS-SEM) through SmartPLS software 3.0 was used to perform the analysis. 576 instruments were disseminated, out of which 465 were received returned, whereas 85 questionnaires were discarded because they were not filled correctly. Therefore, final analysis was executed on 380 responses and the response rate of 80.729%. The current research concluded a significant affirmative link exists among supportive HRM practices towards job satisfaction and work engagement. Findings show that workers of the hotel industry in Oman found time job security and job crafting better sources of job satisfaction and work engagement. Additionally, this research also found significant intervening influence of job satisfaction on the association of job security, job crafting with work engagement. This research has valuable theoretical and practical implications.

Highlights

Since decades, organizations are facing huge complex obstacles like changes in demographics, performance expectations and globalization (El-Kot & Leat 2008; Chandrakumara & Sparrow 2004; Othman, 2009)
Job satisfaction with work engagement in H3 (β= 0.249 t = 6.235, p = 0), job security with job satisfaction in H4 (β= 0.474, t = 9.804, p = 0.000), and job crafting with job satisfaction in H5 (β= 0.273, t = 5.924, p = 0) were found significant in results
Current study tested the mediation of job satisfaction between job security and work engagement relationship in H6 (β=0.118, t = 4.769, p = 0), and job crafting and work engagement relationship in H7 (β= 0.068 t = 5.843, p = 0)

Summary

Introduction

Organizations are facing huge complex obstacles like changes in demographics, performance expectations and globalization (El-Kot & Leat 2008; Chandrakumara & Sparrow 2004; Othman, 2009). Due to such obstacles, there is a need to manage human resources competitively for strategic survival in the market. There is a need to manage human resources competitively for strategic survival in the market Scholars such as Huertas-Valdivia et al (2019); Chen and Peng (2019) narrate that the hospitality sector, like the hotel industry, focuses on engaged workforce. Disengaged employees are opposite to engaged employees and can be a reason of loss in trillion dollars on yearly basis globally (Christian & Ellis, 2013)

Methods

Results

Conclusion