Impact of HR Practices on Employee Engagement and Job Satisfaction

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student:
Name of the University:
Author note:

HUMAN RESOURCE MANAGEMENT1
Introduction
There is seen significant research explored on the way organizations can develop greater
degree of competitiveness and revenues. Employee commitment is explained as the level of
enthusiasm and commitment, which a worker exhibits towards their organization and its
standards and principles. According to Anitha (2014), when an employee shows engagement, he
or she shows understanding of individual accountability in business objectives and stimulates
other associates for achievements of organizational goals. With increasing rate of competition for
scarce talents and skills, the magnetism and preservation of excellent and proficient employees
has developed as major encounter in human capital management (Onkila 2015). These factors
have resulted in high turnover rate in majority of organizations specifically in public
organizations (Al-Shuaibi, Sai'd and Subramaniam 2014). In the view of Albrecht et al. (2015),
employees’ commitment towards their job primarily relies on perceived organization support,
which further poses impacts on employees’ approach towards work, satisfaction and
consequentially elevated organizational performance. The paper will contain review of literature
of factors connected to effective HR practices and its impact on employee engagement as well as
job satisfaction.
Literature Gap
Several literatures and practices have focused on focused on key organizational objective,
rewards, recognition and the way it influences employee commitment and job satisfaction.
Additionally, there has been found integrative perspectives, which have signified configurational
approach to strategic HRM practices, which discusses that, patterns of HR practices, are essential

HUMAN RESOURCE MANAGEMENT2
to attain organizational aims (Kramar 2014). While, several studies focused on key factors
fostering increased levels of employee activities and its strength of impact on employees’
performance, there has been very little investigation on the way Human Resource Management
has been inclining towards socially responsible activities, which tend to influence organizational
citizenship behaviour of employees. Such inclination towards socially accountable practices has
been mediating the role of organizational identification and employees’ progressive work
outcomes. Limited investigation on the impact of Socially Responsible HRM (SRHRM) on
employees’ approach has shed light on the linkage between and understanding of employees and
their commitment towards society and awareness of Corporate Social Responsibility (CSR).
Literature Review
There has been an observable transformation in emphasis of business from generous
contributions and benevolence towards recognized subjects of integrities, environmentalism and
aid small countryside organizations along with develop of client knowledge and understanding
(Beer, Boselie and Brewster 2015). Kundu and Gahlawat (2015) in their studies found that
growing consciousness regarding sustainability and communal accountability has enabled
businesses to expand their welfares in a more ecologically inclined approach with provisions to
restructure the human resource role of ‘architect’ in growth of continual values-driven
associations with organization’s shareholders. Kundu and Gahlawat (2015) drew insights from
previous studies which focused on social exchange theory with explanatory framework in order
to explain the way staffs’ outlook of SRHRM have been related to their engagement and
satisfaction as well as attrition levels. Furthermore, Kundu and Gahlawat (2015) undertook
claims of other scholars asserting that effective implementation of ethical and CSR activities are

HUMAN RESOURCE MANAGEMENT3
possible to attain only with employees commitment towards principled treatment, which they
receive from service linkages. Likewise, dependent on social identity theory, Newman, Nielsen
and Miao (2015) in their study suggested that employee notion of CSR tends to elevate employee
approach as purpose of organizational sympathy procedures that encourage vanity and
benevolence toward the organization.
Furthermore, Newman, Nielsen and Miao (2015) reasoned to the claim that these
linkages are mainly determined by acknowledgment with the socially accountable organization,
which as per social identity theory shows propensity to shape employee actions consistent to
organization’s CSR practices. Newman, Nielsen and Miao (2015) opined that considering social
identity theory viewpoint, engaged as a worker of socially responsible organization inclined to
communal benefit of society and the societies where they function, employees tend to enhance
the recognition of organization. Considering hypothesis testing, Newman found that only staff
awareness of the value of CSR impact Organizational Citizenship Behaviour. Additionally, staff
insights of organizational CSR practices toward communal as well as non-social shareholders
have been found to be considerably linked to their service. Furthermore, through data collection,
Newman, et al. (2016) found the importance of privately owned businesses in China to
distinguish advantages that capitalizing on CSR focused on external stakeholders will improve
workers’ performance as well as OCB. They have further cited examples of companies, which
tend to consider capitalize on sustainable and ecologically approachable practices and subsidize
to benevolent enterprises in the societies where they execute their operations. Shen on the other
hand, tested the hypotheses by performing multilevel structural equation modelling (MSEM) and
found that Perceived Organizational Support (POS) has been constructively associated to