Human Resource Development Climate and Employee Engagement in Developing Countries

Abstract

The purpose of the paper is to identify the specific dimensions of Human Resource Development Climate (HRDC) that significantly affect Employee Engagement (EE). It places the importance of HRDC in enhancing EE within the public sector in a developing country and finds answer to the question on the dimension of HRDC that causes employees to be engaged. The paper uses a self-designed questionnaire, made up of Rao and Abraham (1990) HRD Climate survey and Utrecht Work Engagement Scale by Schaufeli et al., (2002) to gather data from 355 respondents and analysed using multiple regression. Based on the data analysed, results showed that HRDC has a positive and significant effect on employee engagement. Additionally, it was found that employees are highly engaged in situations where their organisation exhibits the HR Mechanism dimension of HRDC. The limitation is, it did not focus on the entire public sector but focused on civil servant. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm or refute the findings. This study adds to the limited literature on HRDC and EE in public sector organisations in a developing country. This finding brings to bear the major dimension of HRDC that managers should focus on to improve employee engagement in a developing country where there exist a high power distance culture.

Trust as a mediator of the relationship between human resource development climate and organisational citizenship behaviours

“…Research studies on HRD climate and its effect or impact on employee outcomes and behaviours have proven that, indeed, the perception of employees is not to be underestimated. Behaviours such as engagement (Obuobisa-Darko and Tsedzah, 2019; Chaudhary et al , 2013); commitment (Benjamin and David, 2012; Appavoo, 2017); voluntary turnover intentions (Benjamin, 2012); and OCB (Rubel and Rahman, 2018; Ewis, 2015) were again found to be associated with HRD climate. Nonetheless, these researchers studied the relationship as occurring automatically occurring in a vacuum and the importance or role of psychological attachments was not magnified.…”

The Effect of Employee Engagement on Employee Performance in Ghana’s MSMEs Sector during COVID-19: The Moderating Role of Job Resources

“…Every organization requires talented employees who have the ability to complete their work (Kurniawan et al, 2018), because an organization's success or failure is determined by its employees' performance (Elnaga & Imran, 2013;Mathis et al, 2016;Obuobisa-Darko & Tsedzah, 2019). Employee performance is defined by Jabeen & Rahim (2021) as an employee's non-financial or financial results that are directly related to an organization's performance and success.…”

“…Among businesses, micro, small, and medium enterprises (MSMEs) across the globe are the most affected sectors by the pandemic (Shafi, Liu, & Ren, 2020;Eggers, 2020), worsening their problems and leaving behind a gap that leaders and owners need to fill (Atiku & Randa, 2021). Besides, these organizations are finding effective ways to get the best out of their most valuable asset, human resources, since it is the effort of these resources that sustains organizational effectiveness and survival (Obuobisa-Darko & Tsedzah, 2019;Theo, Nursyamsi, & Munizu, 2021). Employee Engagement (EE) is the essential nutrient that modern organizations require in order to thrive (Dixit & Singh, 2020).…”

Nexus Between Employee Engagement and Job Performance: A Study of MSMEs in Ghana During COVID-19: The Moderating Roles of Job Demand and Job Resources

“…Every organization requires talented employees who have the ability to complete their work (Kurniawan, 2018), because an organization's success or failure is determined by its employees' performance (Elnaga & Imran, 2013;Mathis, 2016;Obuobisa-Darko & Tsedzah, 2019). Mangkunegara (2009) describes employee performance as work results in relation to the quality and quantity attained by employees in performing their jobs.…”