Determining involvement HRM practices and benevolent HRM attributions' role in improving employees' engagement and reducing stress in sales-centric organisations

Abstract

Workplace stress has been characterised as a global occupational phenomenon that causes adverse organisational outcomes; including serious employee's illnesses and phenomenal productivity loss per annum. Human resource management (HRM) has always thrived to induce predefined work practices that support employee well-being in the organisations. The present study provides a framework on how HRM practices can augment employee wellbeing by reducing their stress levels. Involvement HRM practices and benevolent HRM attributions are portrayed to enhance employee gratitude, which in return results in alleviating employee stress and improving employee engagement levels. The data was collected from 298 respondents using survey questionnaire. Proportionate stratified random sampling was deployed and structural equation modelling (SEM) was executed for the determination of causal relationship among constructs. Results affirmed established theoretical foundations as strong causality existed among the constructs. The study provides HR practitioners a pathway of optimising organisational productivity and employee wellbeing.