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Employees’ perception on engagement and its relationship to HRM practices

The paper aims to examine the relationships between human resource management (HRM) practices and employee engagement. HRM practices consist of training and development, financial recognition, non-financial recognition, fringe benefits and supervisory, while employee engagement is a single dimensio...

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Main Authors: Yahya, Khulida Kirana, Isa, Site Nora, Johari, Johanim
Format: Conference or Workshop Item
Language:English
Published: 2012
Subjects:
HD28 Management. Industrial Management
Online Access:http://repo.uum.edu.my/12246/1/2209141201.pdf
http://repo.uum.edu.my/12246/
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spelling my.uum.repo.122462020-11-02T08:24:23Z http://repo.uum.edu.my/12246/ Employees’ perception on engagement and its relationship to HRM practices Yahya, Khulida Kirana Isa, Site Nora Johari, Johanim HD28 Management. Industrial Management The paper aims to examine the relationships between human resource management (HRM) practices and employee engagement. HRM practices consist of training and development, financial recognition, non-financial recognition, fringe benefits and supervisory, while employee engagement is a single dimensional construct. A total of 340 questionnaires were distributed to operational level employees, comprising of production operators, trainers, assistant team leaders, and team leaders. A total of 306 questionnaires were returned and used for further analysis. The data were analyzed using Pearson correlation and regression analysis to investigate the relationship between HR practices and employee engagement. The findings exhibited that there were significant and positive relationships between all HRM practices dimensions and employee engagement. The regression analysis result indicated that only fringe benefits and non-financial recognition had influenced employee engagement substantially. Furthermore, the regression results also showed that 30% of total variance of employee engagement was explained by human resource practices dimensions. This denotes that HRM practices play a vital role in promoting employee engagement. Finally, discussions, recommendations as well as conclusion of the study were also highlighted. 2012 Conference or Workshop Item PeerReviewed application/pdf en http://repo.uum.edu.my/12246/1/2209141201.pdf Yahya, Khulida Kirana and Isa, Site Nora and Johari, Johanim (2012) Employees’ perception on engagement and its relationship to HRM practices. In: 3rd International Conference on Business and Economic Research (3rd ICBER 2012), 12-13 March 2012, Golden Flower Hotel, Bandung, Indonesia. htpp://www.internationalconference.com.my
institution Universiti Utara Malaysia
building UUM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Utara Malaysia
content_source UUM Institutional Repository
url_provider http://repo.uum.edu.my/
language English
topic HD28 Management. Industrial Management
spellingShingle HD28 Management. Industrial Management
Yahya, Khulida Kirana
Isa, Site Nora
Johari, Johanim
Employees’ perception on engagement and its relationship to HRM practices
description The paper aims to examine the relationships between human resource management (HRM) practices and employee engagement. HRM practices consist of training and development, financial recognition, non-financial recognition, fringe benefits and supervisory, while employee engagement is a single dimensional construct. A total of 340 questionnaires were distributed to operational level employees, comprising of production operators, trainers, assistant team leaders, and team leaders. A total of 306 questionnaires were returned and used for further analysis. The data were analyzed using Pearson correlation and regression analysis to investigate the relationship between HR practices and employee engagement. The findings exhibited that there were significant and positive relationships between all HRM practices dimensions and employee engagement. The regression analysis result indicated that only fringe benefits and non-financial recognition had influenced employee engagement substantially. Furthermore, the regression results also showed that 30% of total variance of employee engagement was explained by human resource practices dimensions. This denotes that HRM practices play a vital role in promoting employee engagement. Finally, discussions, recommendations as well as conclusion of the study were also highlighted.
format Conference or Workshop Item
author Yahya, Khulida Kirana
Isa, Site Nora
Johari, Johanim
author_facet Yahya, Khulida Kirana
Isa, Site Nora
Johari, Johanim
author_sort Yahya, Khulida Kirana
title Employees’ perception on engagement and its relationship to HRM practices
title_short Employees’ perception on engagement and its relationship to HRM practices
title_full Employees’ perception on engagement and its relationship to HRM practices
title_fullStr Employees’ perception on engagement and its relationship to HRM practices
title_full_unstemmed Employees’ perception on engagement and its relationship to HRM practices
title_sort employees’ perception on engagement and its relationship to hrm practices
publishDate 2012
url http://repo.uum.edu.my/12246/1/2209141201.pdf
http://repo.uum.edu.my/12246/
_version_ 1684655772006350848
score 13.211869

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