Human resource development practices and employee engagement: the mediating role of organizational commitment

Abstract

PurposeHighly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.Design/methodology/approachData were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.FindingsThe results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.Research limitations/implicationsThe generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.Practical implicationsThe study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.Originality/valueBy evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

Does employee engagement mediate the nexus of job resource and employee turnover intentions?

“…Enhanced levels of employee engagement promote a more optimistic outlook and attitude toward the workplace and reduce turnover intentions (Karatepe et al, 2021;Soliman and Wahba, 2019;Talavera-Velasco et al, 2021). Numerous academics postulate that highly engaged workers have greater job satisfaction, commitment, less turnover intentions, greater organizational citizenship behavior and improved health (Kim et al, 2022;Li et al, 2021;Otoo and Rather, 2024). Consequently, the pharmaceutical industry would have to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.…”