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... shown in Table 1 below, from 318 respondents, 292 respondents are male with 91.8% while the rest of the respondents are female with only 26 respondents (8.2%). In terms of age, the highest number of respondents are from the age of 20-30 years old, with 219 respondents (68.9%), and the lowest number of respondents are from the age of 41-50 years old with only 11 respondents (3.5%). ...Context 2
... is race which can be divided into three; first are Malay with 156 respondents (49.1%), second are Chinese with 126 respondents (39.6%) and lastly are others, with 36 respondents (11.3%). Besides that, Table 1 below also revealed the status of the respondents, from 318 respondents, highest number of respondents are from those who are married with 171 respondents (53.8%). As for the education level, the highest number of respondents are those with SPM level, with total number of 125 respondents (39.3%). ...Context 3
... 4 items were discarded; C9, C12, JS15, P21. Table 1 shows the factor loading after the item with low factor loading deleted due to insufficient factor loading below 0.6. The factor loadings of all remaining items range from 0.651 to 0.915, which exceeds the threshold of 0.6 as recommended by Hair et al. (2006). ...Context 4
... shown in Table 1 below, from 318 respondents, 292 respondents are male with 91.8% while the rest of the respondents are female with only 26 respondents (8.2%). In terms of age, the highest number of respondents are from the age of 20-30 years old, with 219 respondents (68.9%), and the lowest number of respondents are from the age of 41-50 years old with only 11 respondents (3.5%). ...Context 5
... is race which can be divided into three; first are Malay with 156 respondents (49.1%), second are Chinese with 126 respondents (39.6%) and lastly are others, with 36 respondents (11.3%). Besides that, Table 1 below also revealed the status of the respondents, from 318 respondents, highest number of respondents are from those who are married with 171 respondents (53.8%). As for the education level, the highest number of respondents are those with SPM level, with total number of 125 respondents (39.3%). ...Context 6
... 4 items were discarded; C9, C12, JS15, P21. Table 1 shows the factor loading after the item with low factor loading deleted due to insufficient factor loading below 0.6. The factor loadings of all remaining items range from 0.651 to 0.915, which exceeds the threshold of 0.6 as recommended by Hair et al. (2006). ...Similar publications
Introduction/Main Objectives: This study discusses the factors that have implications for job satisfaction in e-commerce companies. The focus of the study is to analyze the organizational commitment, spiritual leadership, and technological advancement, which are mediated by employee engagement. Background Problems: Some e-commerce companies have pr...
This study aims to investigate a shift in sustainability by observing the mediating mechanism of employee engagement and personality attributes between green HRM practices and employee green behavior in the perspective of necessary environmental initiatives taken by the organizations. This research theoretical contributes in person organization fit...
Employee engagement functions as a driving force propelling employees towards achieving optimal productivity. Over the past 15 years, its significance has heightened, particularly due to intense business competition and economic downturns. Given the emphasis on mental and physical well-being as integral aspects of human resources, addressing these...
The concept of engagement has appeared in recent years as a key factor in enhancing the efficiency and sustainability of employees in organisations. Due to the new-normal economy and the emergence of the ASEAN Economic Community, talent retention has been difficult for most public sector and government agencies in ASEAN countries, including Thailan...
The area of work on employee engagement (EE) in the field of HRM though extensive but is primarily concerned with organizational consequences. As far as we know, soft HR practices-employee engagement nexus received limited attention in the applied literature. This present study, therefore, contributes to the debate on the development of soft practi...
Citations
... Hence, factors affecting employee outcomes such as human resource management (HRM) practices gained impressive importance from academics and practitioners. It has been pointed out that these practices are positively related to organizational outcomes such as organizational performance (Chand, 2010;Abdalkrim, 2012;Ko & Smith-Walter, 2013;Shaukat et al., 2015;Hassan, 2016;Naz et al., 2016;Otoo, 2019;Mousa & Othman, 2020;Yusoff et al., 2020;Anwar & Abdullah, 2021) as well as employee outcomes such as employee performance, employee commitment, job satisfaction, job stress, employee emotional exhaustion, organizational citizenship behavior, employee mental well-being, and employee turnover intention (Grawitch et al., 2007;Dysvik & Kuvaas, 2008;Savaneviciene & Stankeviciute, 2011;Lamba & Choudhary, 2013;Sykes, 2015;Taib et al., 2018;Mira et al., 2019;Cherif, 2020;Halawi et al., 2024;Putra et al., 2024). ...
... Basically, a significant vein of the literature recognized the importance of HRM effectiveness in achieving both organizational outcomes (Ruël et al., 2007;Hoffmann, 2014) and employee outcomes (Guest & Conway, 2011). Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes (Ko & Smith-Walter, 2013), employee engagement (Taib et al., 2018), knowledge management (Al-Tit, 2016), employee performance (Amjad et al., 2021;Halawi et al., 2024), and HRM effectiveness (Guest & Conway, 2011). However, little empirical studies were carried out to investigate the mediating role of HRM effectiveness between HRM practices and employee outcomes, particularly, employee commitment, employee job satisfaction, and employee turnover intention. ...
Purpose: This study aimed to examine the impacts of human resource management (HRM) practices on employee outcomes (employee commitment, employee satisfaction, and employee turnover intention) through HRM effectiveness. Theoretical Framework: The literature recognized the importance of HRM effectiveness in achieving both organizational outcomes and employee outcomes. Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes, employee engagement, knowledge management, employee performance, and HRM effectiveness. Method: Collecting data using a questionnaire-based survey from a convenient sample of employees. Results and conclusion: The results pointed out a significant direct effect of HRM practices on employee job satisfaction and insignificant direct effects of HRM practices on employee commitment and employee turnover intention. Also, the results revealed that the impact of HRM practices on employee satisfaction is partially mediated by HRM effectiveness and the impacts of HRM practices on employee commitment and employee turnover intention are fully mediated by HRM effectiveness. Hence, it was concluded that employee outcomes are positively related to the extent to which HRM practices are effectively executed. Research implications: The organizations are required to expand their HRM practices bundle and appraise HRM practices in numerous areas including employee succession planning, talent development, employee empowerment, quality enhancement management, performance management, as well as merit-based training and promotion. Originality/value: This study puts emphasis on the role of HRM practices on employee outcomes such as employee commitment, employee job satisfaction, and employee turnover intention.
... Employee engagement is also crucial, and organizations should focus on HRM practices like training, development, compensation, job security, and promotion to increase employee commitment and enhance performance. (Taib, Saludin, & Hanafi, 2018) Human resources are crucial for organizations, serving as the backbone of global operations. Strategically positioned employees provide a competitive advantage, and organizations can maintain this advantage by managing scarce and valuable human resources. ...
The main objective of the study was to determine and identify whether, independent variables (Compensation and Benefit, Training and Development, Employee Engagement, Performance Management, Reward and Recognition, Work-Life Balance) affects the dependent variable (Employer of Choice) or not. The nature of the research was causal (explanatory) in nature. This research was explanatory because it focused on identifying the impact, relationships, and analysis of specific variables. The research was conducted in area of Karachi, Sindh, Pakistan, the data was collected from six (6) different FMCGs (Fast Moving Consumer Goods) located in Karachi, Sindh, Pakistan, the sample size of the study was 300 respondents accordingly. The type of research that was implemented in this research was quantitative in type. Data was collected by floating a close ended survey questionnaire, which was developed on the Likert Scale. The statistical results concluded that all independent variables have been accepted and have an impact on the dependent variable.
... EE is perceived to be a blend of cognitive and emotional abilities displayed at work through interpersonal engagement, manifesting employee satisfaction and enthusiasm (May et al., 2004). Abdullahi et al. (2021) established that EP is directly proportional to EE. Mohd et al. (2018) also underscored the favourable impact of EE on EP. Mensah (2015) stated that employee motivation is significant to induced performance, which is derived from EE. Yukl (2013) established the constructive association between servant leadership and positive worker behaviour like commitment, self-efficacy and OCB, with the mediating role of ML. ...
... Hence it is concluded that ML is positively significant on EP in Indian health-care sector. Lee and Allen (2002) sighting social exchange theory (Blau, 1986), posited that employees reciprocate (Hopkins, 2002) exchange between the employee and organisation occurs due to enhanced OCB as an outcome of such behaviour (Mohammad et al., 2011). The employees who feel engaged at work, walk an extra mile to contribute towards the success of the organisation, thus increasing work performance (Mohd et al., 2018;Abdullahi et al., 2021). ML drawing from SDT (Deci et al., 2017), induces favourable outcomes, namely, EE and EP. ...
Purpose
This study aims to examine the effect of motivating language on employee performance and assesses the mediating roles of organisational citizenship behaviour and employee engagement between motivating language and employee performance in the Indian health-care sector, which is a highly demanding work environment, wherein employee burnout is high.
Design/methodology/approach
The study was in the context of COVID-19 pandemic set for health-care workers in India. To collect data and test the proposed research model, 328 questionnaires were respondent by multi-level health-care professionals from private and government hospitals in North India.
Findings
The findings suggest that leader’s motivating language is crucial for health-care leaders, inducing employee’s performance in context to patientcare, safety and satisfaction. Underpinning theory of leader member exchange substantiates that the role of leader is pivotal in daily interaction with the stakeholders. Self-determination theory of motivation is determined by psychological needs satisfaction inducing employee engagement and organisational citizenship behaviour, amplified through the leader’s motivating language, resulting into improved patientcare and patient safety. The findings state that leader’s motivating language impacts the high culture context like health-care professionals, as observed in the Indian health-care sector during COVID-19. The findings are indicative of developing non-cognitive personality traits for managerial skills.
Practical implications
The study substantiates the pivotal role of the leader’s communication with stakeholders such as patients/attendants and health-care staff. The findings, which are an indicator of patientcare, as an outcome of patient compliance, will be indicative of developing the non-cognitive skills in the personality traits of managerial skills, inducing patients’ trust in their health-care providers, using motivating language. Therefore, the health-care professionals must be trained in the application of motivating language with stakeholders, namely, patients/attendants and staff.
Originality/value
The findings state that leader’s motivating language impacts on employees of high culture context like health-care professionals, as observed in the Indian health-care sector during the recent global medical emergency of COVID-19, whereas the earlier studies posited leader’s motivating language to be effective on employees with low-cultural context. The role of leader is pivotal in daily interaction with the stakeholders, namely, patients/attendants and health-care staff.
... Hence, the need for a robust human resource administration system in higher education has been activated due to the public demand for accountability (Allui & Sahni, 2016). Furthermore, as staff are considered the pillar of any organization (Taib et al., 2018), it is essential to provide well-organized services through human resource practices. If managed well, the organization will perform better (Miranda & Fernando, 2020). ...
... The finding agrees with past studies such as Karatepe and Olugbade (2016), Aktar et al. (2015) which shows that EE mediates the relationship between high performances and employee performance. The findings of Abdullahi et al. (2021) and Mohd, Saludin and Hanafi (2018) established that EE mediates relationships between HR and compensation practices and EP. ...
This study investigated the effects of reward system (RS) and job conditions (JC) on
employee retention (ER). In particular, this study addressed the mediating effect of employee engagement (EE)
on the relationship between RS, JC and ER. This paper employed descriptive survey approach and the unit of
analysis consisted of public hospital nursing staff. Data were collected using questionnaires with a sample of
370 nurse respondents. Structural equation modelling with Smart-Partial Least Squares (PLS) 3.3.8 was used in
a statistical analysis. The results revealed that RS and JC significantly related to ER. The study also showed the direct
effect of RS and JC on EE. These findings indicate that (EE) has a partial mediating role in the relationship
between RS, JC and ER. The study offers important policy insights for public nursing stakeholders who
seek to increase retention of skills among their nursing staff. The findings are also crucial because they may
help the health sector improve their ER strategies, especially in dynamic and competitive business situations
where organisations are challenged to retain personnel from a limited skilled workforce.
This study attempts to recognize, investigate, and showcase a research paradigm of cognitive biases impacting leadership decision-making. A questionnaire was systematically framed and distributed among leaders of the Indian corporate sector, and 400 proper responses were accepted at the end. The study utilizes structure equation modelling and partial-least square method (SEM-PLS) to examine the impact of cognitive biases on the leadership decision-making process. It finally suggests various ways to overcome the most prominent biases found in the study. Overconfidence and optimism bias have the largest influence on the leadership decisions of corporate leaders followed by representativeness and hindsight bias. Uniqueness and availability bias had the least impact on the participants and their decisions. The study will contribute to academicians, scholars, analysts, practitioners, policymakers, and firms to make feasible leadership decisions for the cognitive biases considered in it. The impact of the factors on leaders' decision-making process will vary with region and sample size.
"Most authors agree that Human Resources is the most crucial input to any organisation. As such, scholars generally believe that Human Resource Management (HRM) practices positively impact firm performance. This belief persists because positive HRM practices strengthen competence, motivation, commitment and other employee outcomes leading to improved organisational performance. However, limited empirical evidence connects HRM practices to employee outcomes. This study investigated the impact of HRM practices on competence, commitment, job satisfaction, motivation, Cooperation with management, Cooperation with co-workers, employee presence and Compliance in the manufacturing sub-sector of South–Western Nigeria. To this end, the study adopted a cross-sectional survey research design which involved the collection of data from 381 middle-level managers of manufacturing companies in Lagos, Nigeria, selected using stratified and random sampling techniques. A Structural Equation Model (SEM) was used to analyse the data. Results show that HRM practices determine and predict components of employee outcomes. In other words, recruitment and selection, training and development, performance appraisal, compensation management, occupational health and safety, and career growth and development all determine competence, commitment, job satisfaction, motivation, Cooperation with management, Cooperation with co-workers, and Presence and Compliance all in varying degrees. The study justified investment in HRM and recommended a bundled approach to applying HRM practice."
Purpose
The purpose of this paper is to investigate the effect of talent management (TM) practices on employee performance (EP) and to explore the mediating role of employee engagement (EE) on the relationship between TM practices and EP in Malaysian private universities (MPUs).
Design/methodology/approach
The paper used both descriptive and quantitative approaches, and the unit of analysis of this research consists of MPUs academic staff. The research sample consists of 314 MPUs academic staff, and a questionnaire was used to collect data from the target respondents, while partial least squares-structural equation modelling was used to evaluate the study hypotheses through bootstrapping approach.
Findings
The research outcome revealed that TM practices that comprise of talent recruitment practice (TRP), training and development practice (T&DP), compensation practice (CP) have a significant effect on EP. Furthermore, EE partially mediates the relationship between T&DP, CP and EP, while EE does not mediate the relationship between TRP and EP in MPUs.
Practical implications
The research suggests that universities management should focus on TM practices as a tool to achieve and maintain EE and positive attitudes (EP) in relation to work.
Originality/value
The research makes substantial contributions to the literature by investigating the effect of TM practices on EP through the role of EE as mediation in MPUs. The research is one of the very few studies undertaken in MPUs. Therefore, the results of this research serve as a guide for the universities management to develop their institutional strategies and policies in a manner in which their employees’ success can be achieved and encouraged.International Journal of Business and Society.
Employees represent the essential assets of any organization. The best organizations oversee human capital in the most efficient and effective way (Nethmini & Ismail, 2019). Blau (2017) highlighted the relevance between human resources management (HRM) practices and the employees’ success at work through enhanced inspiration and commitment. Hence, employee commitment cannot be overlooked as the degree of employee commitment can decide employee performance (Ahmad, 2014). This paper aims to explore the significance of employee commitment as a mediator in the relationship between HRM practices and employee performance. The target population is employees in the construction industry in Jordan. The respondents were selected utilizing a simple random sampling method. The data was gathered through a self-administered questionnaire and analyzed utilizing structural equation modeling (SEM) in IBM SPSS AMOS 24.0. The researcher obtained an aggregate of 297 usable and completed questionnaires. The study found that: 1) HRM practices have significant effects on employee performance, 2) employee commitment has significant effects on employee performance, 3) HRM practices have significant effects on employee commitment, and more importantly, and 4) employee commitment partially mediates the relationship between HRM practices and employee performance. The implications of the study are also examined.
