Objectives: To determine the relationship between drivers of psychological climate and employee engagement considering the workforce who are a part of IT industries in Mysuru and Bengaluru region in India. Methodology: A cross-sectional survey method was adopted for obtaining the required data. Exploratory Factor Analysis, Confirmatory Factor Analysis, Structural Equation Modelling were adopted for examining and analyzing the data. Data was elicited through 445 respondents having their career in various IT industries in Mysuru and Bengaluru region between May 2022 to September 2022. Findings: Structural Equation Modelling analysis reveals that, the fit indices values were admissible. The model fit indices values that were recorded are: Chi-Square Statistics (CMIN/DF) = 2.845; Goodness of Fit index (GFI) = 0.982; Adjusted Goodness of Fit Index (AGFI) = 0.937; Incremental Fit Index (IFI) = 0.963; Tucker -Lewis's Index (TLI) = 0.900; Comparative Fit Index (CFI) = 0.962; Root Mean Square Error of Approximation (RMSEA) = 0.073. The prominent drivers of Psychological Climate were identified as -Cooperative Work Environment (CWE); Supervisor Facilitation and Support (SS); Job Training and Support (JT) and Organizational Regulations (ROP). The identified factors resulted to have a relationship with Employee Engagement. Novelty: The important drivers of Psychological Climate essential at workplace were identified. The research outcome provides insight for the business managers to significantly focus on the psychological climate factors perceived by employees and build a better working environment.

Over the years, change is playing a significant role with reference to organization systems, management principles, cultures and philosophy which has led to increase in highly skilled and knowledge based jobs across the globe. In the today's scenario, "Skill and Competency" are the main drivers of an organization's efficiency, effectiveness and performance at large. With increased significance to quality, operational efficiency and effectiveness, cost-reduction, high performance norms and managing with fewer and diversified employees than before by corporate, brings competency as the most important measure for all Human Resource related practices, decisions, initiatives and developmental aspects of an organization. Competency is a need of the hour for any sector aiming at refurbishing themselves to the current contemporary and competitive environment. Competency approach encourages employees to develop and enhance their competencies. The process of mapping the competencies of employee/employees is known as Competency mapping. Competency Mapping helps in knowing where an individual stands with respect to his skill sets i.e. his actual skills, expected skills and the skill gaps (Competency gaps). The present study aims at studying and analyzing the employee competencies of Training and Development Department of a typical manufacturing company in Mysuru, analyzing their expected skills and the actual skills, mapping them, identifying the competency gaps, analyzing the gaps to suggest necessary measures to reduce/bridge the competency gaps in employees.

Purpose: Employee Engagement is mainstream attention for organizations in the current business scenario. The purpose of the current research focused on analysing the relationship between HRM Practices and Employee Engagement considering employees working in various IT industries, especially considering employees working in HR Department. Design/Methodology/Approach: The research was cross-sectional in nature and survey method was employed to collect the data. Exploratory Factor Analysis, Confirmatory Factor Analysis, Structural Equation Modelling were used to analyse the hypothesis. Data was collected among 345 employees employed in the HR department of various private sector organizations. Results: The model fit indices were adequate and acceptable. The model fit indices obtained were: CMIN/DF = 2.909; Goodness of Fit index (GFI) = 0.945; adjusted goodness of fit index (AGFI) = 0.909; incremental fit index (IFI) = 0.976; Tucker-Lewis index (TLI) = 0.981; comparative fit index (CFI) = 0.966; root mean square error of approximation (RMSEA) = 0.06. Findings: The results of the study disclose that HRM practices and Employee Engagement were related to each other. HRM practices in organizations empowered employees and made them more engaged to perform better in their job roles. The study results imply that HRM practices need to be considered as priority in business organizations for the long term success. Research Limitations: Non probabilistic sample method was adopted and it was possible to gather data only from 345 employees working in the HR Department of various private sector organizations. Practical Implications: Business organizations are constantly working towards adopting new strategies and programs in the workplace to empower employees and keep them engaged in their work roles and responsibilities. Therefore, organizations to focus on human resource management practices and implement them effectively to make their employees committed and engaged towards their job. In this context, the present research attempts to analyse the association between human resource practices and employee engagement. The results provide insights for business managers on the importance of having effective Human Resource practices to enhance employees level of engagement towards their work roles. Originality/ Value: Current research contributes to the existing literature on Human Resource Practices and Employee Engagement. While considering the current business scenario, it becomes very important to understand the role of human resource management practices on the engagement level of employees.

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