Significance on Organizational Performance of Global MNCs: Management Development, Human Resource System, or Employee Engagement?

Lai Wan Hooi () and Seyed Abdorreza Payambarpour ()
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Lai Wan Hooi: The University of Nottingham
Seyed Abdorreza Payambarpour: Universiti Teknologi Malaysia

No 3606217, Proceedings of International Academic Conferences from International Institute of Social and Economic Sciences

Abstract: The present study examined the effect of management development and human resource system on organizational performance as well as the mediating role of employee engagement in the human resource system-organizational performance relationship. A cross-sectional design was adopted with data collected from a sample of 493 managerial staff of the first ten global multinational corporations listed by Fortune magazine 2013 through a survey questionnaire. Hypotheses were tested using structural equation modelling and the results revealed that employee engagement was crucial in influencing organizational performance both directly and as a mediator. The findings also indicate that employee engagement was a more important predictor of organizational performance than management development or human resource system when these factors were taken together.

Keywords: organizational performance; management development; human resource system; employee engagement; multinational corporation; structural equation modelling (search for similar items in EconPapers)
JEL-codes: M10 (search for similar items in EconPapers)
Pages: 1 page
Date: 2016-05
New Economics Papers: this item is included in nep-hrm and nep-sea
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Published in Proceedings of the Proceedings of the 23rd International Academic Conference, Venice, May 2016, pages 191-191

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Persistent link: https://EconPapers.repec.org/RePEc:sek:iacpro:3606217

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