HRM Practices and Work Engagement Relationship: Differences Concerning Individual Adaptability

Flavio Urbini, Antonio Chirumbolo, Gabriele Giorgi, Emanuela Caracuzzo and Antonino Callea
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Flavio Urbini: Department of Human Science, European University of Rome, 00163 Rome, Italy
Antonio Chirumbolo: Department of Psychology, Sapienza University of Rome, 00185 Rome, Italy
Gabriele Giorgi: Department of Human Science, European University of Rome, 00163 Rome, Italy
Emanuela Caracuzzo: Department of Human Science, LUMSA University of Rome, 00198 Rome, Italy
Antonino Callea: Department of Human Science, LUMSA University of Rome, 00198 Rome, Italy

Sustainability, 2021, vol. 13, issue 19, 1-11

Abstract: The importance of human resource management (HRM) practices to improve organizational attitudes and behaviors is not yet widely acknowledged. However, is not clear whether the effect of HRM practices on outcomes vary depending on the level of specific personal resources. The present paper aims to examine the relationship between HRM practices and work engagement by focusing on the moderating role of adaptability. We used cross-sectional data with surveys from 1219 Italian employees in public, private, and non-profit organizations. The results of structural equation models (SEM) showed that HRM practices were positively related to work engagement overall for employees with low adaptability. Therefore, adaptability moderated the relationship between HRM practices and work engagement. In terms of originality, this study is based on the paucity of empirical studies linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between the perception of HRM practices and work engagement, as well as how adaptability moderated this relationship. These findings are discussed in terms of their theoretical and practical implications for HRM.

Keywords: HRM practices; work engagement; adaptability; SEM; latent moderation (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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