Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

Abstract

Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

Examining the Effects of Perceived Organizational Support, a Fair Rewards System, Training and Development and Information Sharing on Employees Engagement in Saudi Arabia Telecom Sector

“…Findings of this study suggest that training and development is an important antecedent of employee engagement, and a positive relationship exists between both variables (training and development, and employee engagement). These findings are consistent with Aktar and Pangil (2018). Findings of this study suggest that when organizations provide training to help employees perform their job task effectively and also provide development opportunities, employees feel their organization cares about personal development which makes them more engaged with their job and organization.…”

“…Findings of this study revealed that a fair rewards system positively influence employee engagement in Saudi Arabia's telecom sector and these findings are consistent with Aktar and Pangil (2018). Findings of this study suggest that a fair rewards system indirectly delivers a message to all employees that rewards will be given on fair bases so that those who have desire to obtain these rewards need to work hard.…”

“…Researchers investigating multiple outcomes of training and development activities have found that training and development not only improve employee performance, but also enhance employee engagement. According to Aktar and Pangil (2018) this is because training and development activities result in employees perceiving that their organization cares about their development resulting in higher level of engagement with the organization (Ling and Nasurdin, 2014). In addition, Luthans et al (2008) found that training and development activities improve employee's psychological health and by extension their level of engagement (Gruman and Saks, 2011).…”

“…H2: Training and Development positively influence employee engagement in Saudi Arabia telecom sector. Aktar and Pangil (2018) claimed that organizations often use rewards as a tool to motivate employees to achieve organizational goals, and that a lack of rewards may build an unpleasant working environment and diminish employees' motivation (Karatepe, 2013). Although appropriate rewards can motivate employees, if they are not given based on actual performance the effects can be reversed.…”

Organizational Climate and Employee Performance: Examining the Mediating Role of Organizational Commitment and Moderating Role of Perceived Organizational Support

“…When employees are committed to the survival of the organization, the insertion of the organizational climate becomes a link between the employees and the organization. Mostly, the goals of the organization are echoed by organizational climate, which is beneficial to the employees and assists in the enhancement of commitment among employees in the organization (Aktar & Pangil, 2018). Notably, variables under organizational climate such as leadership, motivation, and decision-making have been found by some studies as predictors International Journal of Human Resource Studies ISSN 2162-3058 2020 of organization commitment (Al-Madi, Assal, Shrafat, & Zeglat, 2017;Warsi, Fatima, & Sahibzada, 2009).…”