UNDERSTANDING THE RELATIONSHIP BETWEEN HUMAN RESOURCES MANAGEMENT (HRM), HUMAN RESOURCES MANAGEMENT PRACTICES (HRMP) AND EMPLOYEE ENGAGEMENT

Authors

  • Anjan Kumar Kundu Assistant Professor, Applied Science & Humanities, Haldia Institute of Technology Author

DOI:

https://doi.org/10.61841/az8e3289

Keywords:

Human Resources Management Practices, Employee Engagement

Abstract

 The connection between Human Resources Management Practices (HRMP) and employee engagement has
acquired critical consideration structure researchers. Regardless of the significance of HRMP and its effect
on employee engagement in the business, little examination has been done as far as developing a deliberate
writing audit in the branch of knowledge. Subsequently, this paper intends to introduce a methodical writing
survey of articles dependent on forty exceptionally positioned diaries during the time of 1990 to 2017. The
paper researches the chronicled advancements of Human Resources Management (HRM), HRMP, and
employee engagement to introduce the reasonable evolvement and elaboration of the connection among
HRMP, and employee engagement. The writing featured that appropriately executing HRMP impacts
employee engagement, and what this relationship decidedly means for the general presentation. In this term,
a proposed system is introduced. At long last, the examination restrictions and roads for future analysts are
given 

Downloads

Download data is not yet available.

References

[1] Albrecht, S., Bakker, A., Gruman, J., Macey, W., & Saks, A. (2015). Employee engagement, human resource

management practices and competitive advantage. Journal of Organizational Effectiveness: People and Performance,

2(1), 7-35.

[2] Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management

practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human

Resource Management, 24(2), 330-351.

[3] Armstrong, M. (2000). Performance management practice: Key practices and practical guidelines. UK: Kogan pages, 57-

62.

[4] Attridge, M. (2009). Measuring and managing employee work engagement: A review of the research and business

literature. Journal of Workplace Behavioral Health, 24(4),383-398

[5] Avery, D., McKay, P., & Wilson, D. (2007). Engaging the aging workforce: The relationship between perceived age

similarity, satisfaction with coworkers, and employee engagement. Journal of Applied Psychology, 92(6), 1542-1556.

[6] Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee

engagement: a narrative synthesis. International Journal of Management Reviews, 19(1), 31-53.

[7] Bakker, A. (2011). An evidence-based model of work engagement. Curent Directions In Psychological Science, 20(4),

265-269.

[8] Bakker, A., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3),

209-223.

[9] Bedarkar, M., & Pandita, D. (2014). A study on the drivers of employee engagement impacting employee performance.

Procedia - Social and Behavioral Sciences, 133, 106-115.

[10] Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human

Resource Management Journal, 15(3), 67-94.

[11] Boxall, P. (1996). The strategic HRM debate and the resource‐based view of the firm. Human Resources Management

Journal, 6(3), 59-75.

[12] Budhwar, P. (2000). Evaluating levels of strategic integration and devolvement of human resource management in the

UK. Personnel Review, 29(2), 141-157.

[13] Chandler, G. N., & McEvoy, G. M. (2000). Human resource management, TQM, and firm performance in small and

medium-size enterprises. Harvard Business Review, 25(1), 43-57.

[14] Czarnowsky, M. (2008). Learning’s role in employee engagement: An ASTD research study. American Society for

Training & Development, Alexandria: VA

[15] Drucker, P., Dyson, E., Handy, C., Saffo, P., & Senge, P (1997). Looking ahead: Implications of the present. Harvard

Business Review. 75(5):18-32.

[16] Easa, N. F., & Orra, H. E. (2020). HRM practices and innovation: An empirical systematic review. International Journal

of Disruptive Innovation in Government, ahead-of-print (aheadof-print).

[17] Francis, H., & Keegan, A. (2006). The changing face of HRM: In search of balance. Human Resource Management

Journal, 16(3), 231-249.

[18] Harter, J. K., & Creglow, A. (1997). A meta-analysis and utility analysis of the relationship between core GWA

employee perceptions and business outcomes. Lincoln, NE: The Gallup Organization.

[19] Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction,

employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

[20] Jani, M. & Balyan, R. (2016). Impact of employee perceive HR practices on employee engagement. Journal of Business

Management & Social Sciences Research, 5(9), 98-108.’

[21] Kahn, W. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of

Management Journal, 33(4), 692-724. 10 BAU Journal - Creative Sustainable Development, Vol. 2, Iss. 1 [2020], Art. 6

https://digitalcommons.bau.edu.lb/csdjournal/vol2/iss1/6

[22] Kangure,F., Wario, G., & Odhiambo, R., (2014). Relationship between job characteristics and employee engagement

among state corporations in kenya. Journal of Innovative Research and Studies, 3(5), 327-350.

[23] Luthans, F., & Peterson, S. J. (2002). Employee engagement and manager selfefficacy. Journal of Management

Development, 21(5), 376–387.

[24] Macey, W. & Schneider, B. (2008). The Meaning of Employee Engagement. Journal of Industrial and Organizational

Psychology. 1(1), 3-30.

[25] Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397-422.

[26] McConville, T. (2006). Devolved HRM responsibilities, middle‐managers and role dissonance. Personnel Review, 35(6),

637-653.

[27] Porter, M. (1990). The Competitive Advantage of Nations. Harvard Business review, 69-130.

[28] Rich, B., Lepine, J. & Crawford, E. (2010). Job engagement: antecedents and effects on job performance. Academy of

Management Journal. 53. 617-635

[29] Robertson, I. T., Jansen Birch, A., & Cooper, C. L. (2012). Job and work attitudes, engagement and employee

performance. Leadership & Organization. Development. Journal, 33(3), 224-232.

[30] Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7),

600-619.

[31] Saks, A. M. (2008). The meaning and bleeding of employee engagement: How muddy is the water? Industrial and

Organizational Psychology, 1(1), 40-43.

[32] Schaufeli, W. B., Salanova, M., Gonza´lez-Roma´, V., & Bakker, A. B. (2002). The measurement of engagement and

burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71–92

[33] Schuler, R. S., & Jackson, S. (1987). Linking competitive strategies with human resource management practices.

Academy of Management Executive, 1(3):159-176. (Republished online in 2017)

[34] Schuler, R. S., & MacMillan, I. C. (1984). Gaining competitive advantage through human resource management

practices. Human Resource Management, 23(3), 241-255. (Republished online in 2006)

[35] Shuck, B., Reio, T. G., & Rocco, T. S. (2011). Employee engagement: An examination of antecedent and outcome

variables. Human Resource Development International, 14(4), 427- 445.

[36] Taghipour, A., & Dezfuli, Z. K. (2013). Designing and testing a model of antecedents of work engagement. Procedia -

Social and Behavioral Sciences, 84, 149-154.

[37] Towers P. (2007). Closing the engagement gap: A road map for driving superior business performance, Journal of

International Management Reviews, 11, pp. 201.

[38] Vance, R.J. (2006). Employee engagement and commitment: A guide to understanding, measuring, and increasing

engagement in your organization. The SHRM Foundation, Alexandria:VA

[39] Wang, Y. and Hsieh, H. (2013). Organizational ethical climate, perceived organizational support, and employee silence:

A cross-level investigation. Human Relations, 66, 783-802.

[40] Wright, P. M., & Snell, S. A. (1991). Toward an integrative view of strategic human resource management. Human

Resource Management Review, 1(3), 203-225.

[41] Xu, J. and Thomas, C. (2011). How can leaders achieve high employee engagement? Leadership & Organization

Development Journal. 32. pp. 399-416.

Downloads

Published

01.10.2024

How to Cite

Kumar Kundu, A. (2024). UNDERSTANDING THE RELATIONSHIP BETWEEN HUMAN RESOURCES MANAGEMENT (HRM), HUMAN RESOURCES MANAGEMENT PRACTICES (HRMP) AND EMPLOYEE ENGAGEMENT. International Journal of Psychosocial Rehabilitation, 25(2), 1442-1447. https://doi.org/10.61841/az8e3289