The impact of perceived high performing work practices on employee engagement: a study on multinational corporations operating in Sri Lanka

Jayarathna, S.M.D.Y.; Shermila, K. A. Udeni

doi:10.18488/journal.1007/2018.8.4/1007.4.150.161

Cited by 5 publications

(1 citation statement)

References 38 publications

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“…Job security is defined as a psychological condition that employees may mutate the expectation of their future job continuity at the same organization (Kraimer et al , 2005). As a crucial part of HPWPs, job security can build trust and confidence of employees that is strongly tied to their performances (Rehman et al , 2020; Alatailat et al , 2019; Jayarathna and Shermila, 2018; Riaz et al , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

The indirect effect of high-performance work practices on employees’ performance through trust in management

Jalali

Jaafar

Rfoa

et al. 2021

JFM

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Purpose The construction industry activities play a key role in achieving socio-economic development and sustaining economic growth in many countries. Increased awareness about the role of human resource management in employee performance has led construction firms to evaluate and focus on high-performance work practices (HPWPs) components, which intend to cultivate employee and organizational performance. This study aims to explain HPWPs affect employee performances through the mediating influence of trust in management in Aqaba, Jordan. Design/methodology/approach A questionnaire survey was administered to collect data among the contractors Grade1 across Aqaba, Jordan. This research was designed as a quantitative study and data were collected at one point of time. In total, 311 questionnaires were returned and only 279 completed questionnaires to test the relationship between HPWPs and employee performances according to the ability, motivation and opportunity conceptualized framework. The partial least squares technique was adopted to test the proposed relationships. Findings The results present that extensive training, rewards based on performance and job security have a significant relationship with trust in management. Trust in management exerts partial mediation effects between HPWPs (extensive training, rewards based on performance and job security) and employee performance (creativity and innovation). Originality/value The findings of the study provide useful and original information to improve the overall performance of construction firms.

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Section: Literature Reviewmentioning

confidence: 99%

The indirect effect of high-performance work practices on employees’ performance through trust in management

Jalali

Jaafar

Rfoa

et al. 2021

JFM

View full text Add to dashboard Cite

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Perceived High Performance Work Practices and Employee Engagement: An Empirical Study in Nigeria

Olaniyan

Isimoya²,

Bakare³

2020

Trends Economics and Management

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Knowledge management and employee engagement in the hospitality industry

Onyango¹,

Egessa²,

Ojera³

2022

IJRBS

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Knowledge management is becoming indispensable in organizations since it is a powerful weapon for achieving competitive advantage. However, there is still a dearth of literature for employees and managers in organizations to link their investments in knowledge management and the value the organization gets in terms of employee engagement. This study was designed to assess knowledge management and employee engagement in the hospitality industry in the North Rift region of Kenya. An explanatory research design was adopted with a target population of 580 employees from star-rated hotels in the North Rift region out of which a sample size of 234 respondents was picked. Data was collected using questionnaires and interviews and analyzed using descriptive and inferential statistics using SPSS version 25.0 for quantitative data and thematic analysis of interview data. From findings, knowledge management explained a 50.4 percent variation in employee engagement. A coefficient of .728 indicated that a unit change in knowledge management leads to .728 units of positive change in employee engagement. Knowledge management significantly affects employee engagement thus the rejection of the null hypothesis. The hospitality business should invest in proper employee knowledge-sharing initiatives to enhance employee competence and motivation, resulting in high levels of engagement. The finding of this study can help major stakeholders in the hospitality industry to strengthen knowledge management for employee engagement.

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The impact of perceived high performing work practices on employee engagement: a study on multinational corporations operating in Sri Lanka

Cited by 5 publications

References 38 publications

The indirect effect of high-performance work practices on employees’ performance through trust in management

The indirect effect of high-performance work practices on employees’ performance through trust in management

Perceived High Performance Work Practices and Employee Engagement: An Empirical Study in Nigeria

Knowledge management and employee engagement in the hospitality industry

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