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  • WANT ENGAGED EMPLOYEES? ENCOURAGE HUMAN RESOURCE AND ENHANCE ORGANIZATIONAL CONNECTEDNESS
     
     ►Abhishek Sharma
    ​ abhishek@policeuniversity.ac.in (Corresponding Author)
    ​ https://orcid.org/0000-0003-1788-6488
     

    Received:16 October 2020
    Final Revision: 04 January 2021
    Accepted: 18 January 2020
    e Published: 23 January 2021
      http://doi.org/10.52283/NSWRCA.AJBMR.HXNP5021

    ​ABSTRACT
    Work engagement is not only a "nice-to-have" but has been shown to be linked to various positive outcomes of work, including its proven financial and behavioural gains.  The concern regarding employee engagement is increasing, and organizations of the 21st century are looking for every possible way to develop the culture of employee engagement deliberately. In this context, this research introduces employee engagement as a viable method to encourage organizational productivity and examines how perceptions of specific human resource (HR) practices and organizational identification relate to experiences of employee's work engagement. The study data was collected using standard psychometric tools from 75 mid-level managers working in various organizations. Statistical analysis was performed to answer research questions. The results conveyed the significance of applying encouraging human resource practices and demonstrated the positive effect of organizational identification (OID) on work engagement. HR practices and OID were found instrumental in positively predicting the significant amount of work engagement. By discovering the relationship between HR practices (conditions that organizations can influence easily), organizational identification, and employee engagement, this study relates to the realistic implementation of measures to improve employee engagement and especially emphasises them. As most companies are searching for ways to promote employee engagement, the latest research results are of practical importance to HR executives.
    Keywords: Human resource practices, Trust, Feedback, Autonomy, Organizational Identification, Work Engagement

    Pages:01-12 :: Download-View
 
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