Soft HRM practices, organizational commitment, work-related support and employee engagement in Bangladesh banking sector

Although employee engagement has got a great attention among the industry practitioners in recent times, it requires more considerations particularly in the academic literature. Due to the inconclusive results of previous studies on the antecedent factors of employee engagement, this study empirically investigate the relationship between HRM practices and employee engagement among the banking employees. This study also determines whether organizational commitment can act as a mediator on HRM practices-employee engagement linkage and work-related support (i.e. supervisor, co-worker and organizational) can moderate the relationship between organizational commitment and employee engagement. The research framework of this study is developed under the norms of social exchange theory (SET). Self-administered questionnaires are distributed to the banking employees who are working in Dhaka city in Bangladesh. A total of 383 banking employees are involved in this survey study confirming a response rate of 72%. This study utilizes the partial least squares structural equation modeling (PLS-SEM) to analyze and establish the reliability and validity of measurement model and to investigate the relationships of structural model. The findings of this study show that all the HRM practices namely career advancement, employee participation, job security, performance feedback, rewards & recognition, training & development are significantly and positively related to employee engagement. Furthermore, this study also found that organizational commitment partially mediates the relationship between HRM practices and employee engagement. In addition, results of this study show that work-related support namely supervisor support and organizational support can moderate the relationship between organizational commitment and employee engagement while co-worker cannot act as a moderator. This study further discusses the theoretical contribution and managerial implications for academics and professionals. The limitations of this study are also discussed and addressed with some valuable recommendations for further research directions

High-performance HRM practices and organizational commitment: An empirical study of banking employees in Bangladesh

Organizational Commitment (OC) refers to the employees’ strong desire, need or feelings of obligation to stay and identify them within the organization.The primary objective of this study is to investigate the relationship between high-performance HRM practices and OC in the context of banking employee in Bangladesh.Cross-sectional survey data has been collected from 376 employees who working in different private commercial banks in Bangladesh.This study employed Smart PLS 3.0 version software to analyze the hypothesized path modeling.The results of structural equation modeling revealed that high-performance work practices namely training & development, employee participation, and rewards and recognition were significantly associated with OC.Findings of this study help practitioners to understand the factors that have the positive association with OC which indicates that organizations should ensure a healthy working environment to make their employees highly attached to the organization and reduce the voluntary intention of leaving the organizations

Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement: does blackbox stage exist?

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

The relationship between employee engagement, HRM practices and perceived organizational support: evidence from banking employees

The purpose of this study is to investigate the relationship between HRM practices and employee engagement.Although employee engagement has got a great attention among the industry practitioners in recent times, it requires more considerations particularly in the academic literature. Based on the norms of social exchange theory (SET), this study has developed the framework to examine the role of perceived organizational support (POS) on HRM practices-employee engagement linkage. Survey data has been collected from employees who are working in different private commercial banks in Bangladesh. This study has used a sample of 376 employees using cluster sampling technique. To analyze the data, this study has employed SmartPLS 3.0 version software. The results of structural equation modeling revealed that HRM practices namely career advancement, job security and performance were significantly and positively related to employee engagement. The results also showed that POS can moderate the relationship between HRM practices and employee engagement. It suggests that in the presence of POS, relatively low level of employees’ perceptions regarding job related resources will exert a high level of employees’ behavioral outcomes such as engagement. The implications and suggestions for future research have also been discussed

Antecedents and consequences of employee engagement: a conceptual study

Employee engagement is a psychological state of mind of doing the work with full of energy, enthusiasm and dedication which can provide the competitive advantage of an organization. The purpose of this paper is to synthesize prior literature to identify antecedents and consequences of employee engagement. This literature review shows that prior studies examined diverse types of antecedences as well as consequences of employee engagement. Results of these existing studies are varied and inconclusive which leads the importance of further study in order to enhance the clarity of the relationship of employee engagement with its antecedents and consequences