Abstract
Modern organizations bank upon High Performance Work Systems to optimize the potential of their human resources. Drawing upon Job Characteristics Theory (Hackman and Oldham, 1975) and Social Exchange Theory (Blau, 1964), the present study explores the direct effect of HPWPs (High Performance Work Practices) on job performance and the indirect effect through mediation of employee engagement. This paper studies HPWPs through three variables i.e. employees' awareness level, availability of HPWPs and employees' perception regarding effectiveness of HPWPs. Path model has been developed and analyzed using Amos. Full mediation effect of employee engagement is observed. HPWPs and job performance are also found to be highly correlated. Practical significance, limitations and scope for future research have also been discussed.
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