Factors influencing employee performance: the role of human resource management practices and work engagement

R. Krishnaveni and R. Monica

International Journal of Business Performance Management, 2018, vol. 19, issue 4, 450-475

Abstract: This research explores and investigates the effect of robust human resource management (HRM) practices namely empowerment, competence development practices, rewards and recognition and work engagement on employee performance. A comprehensive model has been developed by taking into account the above mentioned constructs and has been validated in a developing economy. Though there is research focusing on HRM practices, work engagement and employee performance in a fragmented way, this research examines and explores the relationship between these variables in a cohesive way. The paucity in literature has prompted for this empirical study. Data has been collected from 205 IT program managers and from 41 senior managers using a structured questionnaire. Descriptive statistics and partial least squares-structural equation modelling were implemented to find out the factors that had the most impact on employee performance. Findings revealed that HRM practices namely empowerment, competence development practice, recognition and work engagement have emerged as prominent predictors of employee performance. This research is distinctive in respect to the comprehensive model that has been developed and validated.

Keywords: competence development practices; employee performance; empowerment; recognition; rewards and work engagement. (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (2)

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