The Mediating Role of Organizational Culture between High Involvement HRM Practices and Employee Engagement in the Banking Sector of Bangladesh

This paper reflects the results of an empirical study conducted in the banking sector of Bangladesh to assess the impact of High involvement HRM (HI HRM) practices on employee engagement (EE) with the mediating effect of organizational culture (OC). Data for this study have been collected using purposive judgmental sampling technic from 368 employees (precisely Officers and Senior Officers) working in different private commercial banks of Bangladesh. Findings of this study exhibited significant positive impact of high involvement HRM practices on employee engagement. Alongside, the mediating effect of organizational culture on the relationship between HI HRM practices and employee engagement was also found to be significant in this context. Thus, it might be summarized that if the right set HI HRM practices are established in alignment with a proper organizational culture setup, it might immensely boost the engagement level of the employees in banking sector of Bangladesh and would play a significant role in recovering the banking sector from the turmoil it has fallen into due to increasing pressure of digitalization, deregulatory measures, and obviously the damages incurred to this sector by the global pandemic Covid-19 as well. Keywords: High involvement HRM practices, organizational culture, employee engagement, banking sector, private commercial banks, Bangladesh. DOI: 10.7176/EJBM/14-14-09 Publication date:July 31st 202