The impact of human resource management practices on employee engagement

The impact of human resource management practices on employee engagement

This research paper is to present the findings on the influence of rewards and recognition, training and development and performance appraisal (human resource management practices) on employee engagement at a well-established Property Management Company located in Kuala Lumpur. The information was...

Full description

Saved in:
Bibliographic Details
Main Author: Habibah, Othman
Format: Thesis
Language:eng
eng
Published: 2019
Subjects:
HD28-70 Management
Industrial Management
Online Access:https://etd.uum.edu.my/7964/1/818702_1.pdf
https://etd.uum.edu.my/7964/2/818702-2.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.7964
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
topic HD28-70 Management
Industrial Management
spellingShingle HD28-70 Management
Industrial Management
Habibah, Othman
The impact of human resource management practices on employee engagement
description This research paper is to present the findings on the influence of rewards and recognition, training and development and performance appraisal (human resource management practices) on employee engagement at a well-established Property Management Company located in Kuala Lumpur. The information was collected by questionnaire distribution to one of the property management company and total numbers of workers responded was 150. The respondents were from non-executives and executives’ level. The data was analyzed using Statistical Package for Social Science (SPSS). The relationship between the variables has been analyzed using multiple regression. Hence, the finding of this study revealed that there is a significant relationship between human resource practices (rewards and recognition as well as training and development) with employee engagement. However, there is no significant relationship for performance appraisal with employee engagement. The findings give an insightful information and guidance for researchers and practitioners to identify solutions that can help to improve human resource practices at the workplace.
format Thesis
qualification_name masters
qualification_level Master's degree
author Habibah, Othman
author_facet Habibah, Othman
author_sort Habibah, Othman
title The impact of human resource management practices on employee engagement
title_short The impact of human resource management practices on employee engagement
title_full The impact of human resource management practices on employee engagement
title_fullStr The impact of human resource management practices on employee engagement
title_full_unstemmed The impact of human resource management practices on employee engagement
title_sort impact of human resource management practices on employee engagement
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2019
url https://etd.uum.edu.my/7964/1/818702_1.pdf
https://etd.uum.edu.my/7964/2/818702-2.pdf
_version_ 1747828297310404608
spelling my-uum-etd.79642022-08-08T04:44:12Z The impact of human resource management practices on employee engagement 2019-08 Habibah, Othman School of Business Management School of Business Management HD28-70 Management. Industrial Management This research paper is to present the findings on the influence of rewards and recognition, training and development and performance appraisal (human resource management practices) on employee engagement at a well-established Property Management Company located in Kuala Lumpur. The information was collected by questionnaire distribution to one of the property management company and total numbers of workers responded was 150. The respondents were from non-executives and executives’ level. The data was analyzed using Statistical Package for Social Science (SPSS). The relationship between the variables has been analyzed using multiple regression. Hence, the finding of this study revealed that there is a significant relationship between human resource practices (rewards and recognition as well as training and development) with employee engagement. However, there is no significant relationship for performance appraisal with employee engagement. The findings give an insightful information and guidance for researchers and practitioners to identify solutions that can help to improve human resource practices at the workplace. 2019-08 Thesis https://etd.uum.edu.my/7964/ https://etd.uum.edu.my/7964/1/818702_1.pdf text eng public https://etd.uum.edu.my/7964/2/818702-2.pdf text eng public masters masters Universiti Utara Malaysia Aladwan, K., Bhanugopan, R., & D'Netto, B. (2015). The effects of human resource management practices on employees’ organizational commitment, International Journal of Organizational Analysis, 23(3), 472-492. doi: 10.1108/IJOA-11-2014-0822 Alderfer, C. P. (1972). Existence, relatedness and growth: Human needs in organizational settings. New York: Free Press. Allen, N.J. & Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization, Journal of Occupational Psychology, 63, 1-18.Anitha J., (2014). Determinants of employee engagement and their impact on employee performance, International Journal of Productivity and Performance Management, 63(3), 308-323. https:// doi.org/10.1108/IJPPM-01-2013-0008 Bakker, A.B. & Demerouti, E. (2009). Work engagement and performance: The role of conscientiousness. Working paper, Erasmus Universiteit Rotterdam. Bates, S. (2004). Getting engaged, HR Magazine, 49(2), 44-51. Baumruk, R. (2004). The missing link: the role of employee engagement in business success, Workspan, 47, 48-52. Becker, H.S. (1960). Notes on the concept of commitment, The American Journal of Sociology, 66(1), 32-40 Bunderson, J.S. (2001). How work ideologies shape the psychological contracts of professional employees: Doctors’ responses to perceived breach, Journal of Organizational Behavior, 22, 717-741 Chew, J. (2008). Human resource practices, organizational and intention to stay, International Journal of Manpower, 29(6), 503-522. http://dx.doi.org/10.1108/01437720810904194 Corporate Responsibility and Sustainability Report (2017). Retrieved December 2, 2018 from http://www.klcc.com.my/sustainability/doc. Suan, C.L. & Nasurdin, A.M. (2014). An empirical investigation into the influence of human resource management practices on work engagement: The case of customer-contact employees in Malaysia, International Journal of Culture, Tourism and Hospitality Research, 8(3), 345-360. doi: 10.1108/IJCTHR-12-2013-0083 Christian, M.S., Garza, A.S. & Slaughter, J.E. (2011). Work engagement: a quantitative review and test of its relations with and contextual performance, Personnel Psychology, 64 (1), 89-136. Coyle-Shapiro, J.A. & Kessler, I. (2000). Consequences of the psychological contract for the employment relationship: A large scale survey. The Journal of Management Studies, 37, 904-930 Daniel, N.N. (2017). The effects of rewards and recognition on employee performance in public educational institutions: A case of Kenyatta University, Kenya. Global Journal of Management and Business Research: A Administration and Management, 17(1) Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. The Academy of Management Journal, 39(4), 802-835 Dowling, P. J. & Welch, D. (2004). International Human Resources Management: Managing People in Multinational Context (4th ed). Thomson Learning: London Erdogan, B. (2002). Antecedents and consequences of justice perceptions in performance appraisal, Human Resource Management Review, 12(4), 555-578. Fred, L., & Suzanne J. P., (2002). Employee engagement and manager self‐efficacy, Journal of Management Development, 21(5), 376-387. doi: 10.1108/02621710210426864 Graham, Karen (2012). Development and validation of a measure of intention to stay in academia for Physician Assistant faculty. Theses and Dissertations. 322. Gallup Organization (2004). The Gallup Organization. Retrieved from www.gallup.com Gibbons, J. (2008). Employee engagement: A review of current research and its implications, The Conference Board, New York, NY. Harter, J.K., Schmidt, F.L. & Hayes, T.L. (2002). Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: A metaanalysis, Journal of Applied Psychology,87, 268-79. Hayes, D.K. & Ninemeier, J.D. (2009). Human resources management in the hospitality industry, New Jersey. Hal J. W., Theresa J.B., Kline, L., & Sulsky, M. (2008). The performance appraisal congruency scale: An assessment of person‐environment fit, International Journal of Productivity and Performance Management, 57(3), 223-236, https://doi.org/10.1108/17410400810857239 Hewitt, A. (2017). Trends in global employee engagement: Global anxiety erodes employee engagement gains. Retrieved from https://www.aon.com/engagement17/index.aspx Jenny, M. (2013). Aon Hewitt's 2013 trends in global engagement: Where do organizations need to focus attention?, Strategic HR Review, 13(1), 24-31, https://doi.org/10.1108/SHR-07-2013-0073 Johari, J., Yean, T. F., Adnan, Z., Yahya, K. K., & Ahmad, M. N. (2012). Promoting employee intention to stay: Do human resource management practices matter. International Journal of Economics and Management, 6(2), 396-416. Johnson, G. (2004). Otherwise engaged. Training, 41(10), 4. Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at work, Academy of Management Journal, 33, 692-724 Karatepe, O.M., Yavas, U. & Babakus, E. (2007). The effects of customer orientation and job resources on frontline employees’ job outcomes, Services Marketing Quarterly, 29(1), 61-79. Katie, T. (2014). The future of engagement: Thought piece collection: The future of research in employee engagement. Retrieved from www.engageforsuccess.org/futures Kowalski, B. (2003). The engagement gap. Training, 40(4), 62. Kondratuk, T.B., Hausdorf, P.A., Korabik, K. & Rosin, H.M. (2004). Linking career mobility with corporate loyalty: How does job change relate to organizational commitment? Journal of Vocational Behavior, 65(7), 332-349. LeVan, Kenneth B. (2017). Examining the relationships between performance appraisal reactions and employee engagement, Human Resource Development Theses and Dissertations. Paper 18. Suan, C.L., Mat, N., & Al‐Omari, M. (2013). Organizational practices and employee engagement: A case of Malaysia electronics manufacturing firms, Business Strategy Series, 14(1), 3-10, doi: 10.1108/17515631311295659 Lytle, R.S. (1994). Service orientation, market orientation, and performance: An organizational culture perspective, PhD Thesis, AZ State University, AZ Macey, W.H., Schneider, B., Barbera, K.M. and Young, S.A. (2009). Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage, Wiley- Blackwell, Malden, WA Manoharan, T.R., Muralidharan, C., & Deshmukh,S.G.(2009). Employee performance appraisal using data envelopment analysis: A case study, Research and Practice in Human Resource Management, 17(1), 92-111. Mossholder, K.W., Settoon, R.P. & Henagan, S.C. (2005). A relational perspective on turnover: Examining structural, attitudinal and behavioral predictors, Academy of Management Journal, 48(4), 807-818 Neumark, D., Schweitzer, M. & Wascher, W. (2004). Minimum wage effects throughout the wage distribution, Journal of Human Resources, 39(5), 425-450. Noraani, MM., Aminah. A., Jegak. U., & Khairuddin. I. (2010). Job characteristics as antecedents of intention to stay and mediating effects of work family facilitation and family satisfaction among single mothers in Malaysia”, International Journal of Business and Social Science, 1(3) Ott, B. (2007). Investors, take note: engagement boosts earnings. The Gallup Management Journal, 1. P. Kulkarni, P. (2013). A literature review on training and development and quality of work life, Journal of arts, science and commerce, 4(2) Paradise, A (2008). Influences Engagement, ASTD, Training and Development, 62(1), 54-59 Parker,O. & Wright,L.(2000). Pay and employee commitment: The missing link, Ivey Business Journal,65(1), 70-79. Prowse, P. & Prowse, J. (2009). The dilemma of performance appraisal, Measuring Business Excellence, 13(4), 69-77. https://doi.org/10.1108/13683040911006800 Reward & benefit scheme transform RS Components Integrated program improves employee commitment (2012). Human Resource Management International Digest, 20(1), 9-13. Rhoades, L. & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. Rohani, S. &Memon, M.A. (2015). A review on the effect of pay satisfaction on employee engagement and turnover: A proposed mediating framework, International Business Management, 9(3), 344-348 Saks, A.M. (2006). Antecedents and consequences of employee engagement, Journal of Managerial Psychology, 21(6), 600-619 Saks, A.M. & Rotman, J.L. (2006). Antecedents and consequences of employee engagement, Journal of Managerial Psychology, 21(7), 600-619. Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V. & Bakker, A.B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach, Journal of Happiness Studies, 3, 71-92. Schaufeli, W.B., Bakker, A.B. & Salanova, M. (2006) The measurement of work engagement with a short questionnaire: a cross-national study, Educational and Psychological Measurement, 66(4), 701-716. Schaufeli, W.B. & Bakker, A.B. (2010). Defining and Measuring Work Engagement: Bringing Clarity to The Concept In Bakker, A.B. and Leiter, M.P. (Eds), Work Engagement: A Handbook of Essential Theory and Research, Psychology Press, Hove, NY, 10-24. Schlesinger, L.A. & Heskett, J.L. (1991). The service driven service company, Harvard Business Review, 69(5), 71-81 Selvarasu, A. & Sastry, N.S.K. (2014). A study of impact on performance appraisal on employee’s engagement in an organization. International Journal of Managerial Studies and Research ,2(11), 10-22 Shahnawaz, M.G. & Juyal, R.C. (2006). Human resource management practices and organizational commitment in different organizations. Journal of the Indian Academy of Applied Psychology, 32(3), 171-178. Shmailan, A.S. (2016). The relationship between job satisfaction, job performance and employee engagement: An explorative study. Business Management and Economics, (1), 1-8 Shuck B., & Rocco T (2013). HRD and Employee Engagement In Truss C, K. Alfes, Delbridge R, Shantz A & Soane EC (Eds.), Employee Engagement in Theory and Practice London: Routledge Thibaut, J.W. & Kelley, H.H., (1959). The Social Psychology of Groups. New York: John Wiley and Sons, Inc. Truss, C., Soane, E., Edwards, C., Wisdom K., Croll A., & Burnett J., (2006). Working Life: Employee Attitudes and Engagement 2006. Wimbledon: CIPD Welch, M. (2011). The evolution of the employee engagement concept: communication implications, corporate communications: An International Journal, 16(4), 328-346. Xanthopoulou, D., Bakker, A.B., Demerouti, E. & Schaufeli, W.B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14(2), 121-141. Yang, Y.C. (2012). High-involvement human resource practices, affective commitment and organizational citizenship behaviors in service setting. The Service Industries Journal, 32(8), 1209-1227. Yavas, U., Karatepe, O.M. & Babakus, E. (2011) Efficacy of job and personal resources across psychological and behavioral outcomes in the hotel industry. Journal of Human Resources in Hospitality and Tourism, 10(3), 304-314

Similar Items