Impact of Human Resource Management Practices on Institutional Performance: The Mediating Role of Employee Engagement in Higher Education Institutions

Abstract

HRM practices become important in enhancing the engagement of employees in Higher Education Institutions (HEIs) and the performance of the institution. The focus of this study is on the relationship between HRM practices and institutional performance and how the role of employee engagement is viewed as a mediator in the relationship. The study has concentrated on the significance of HRM practices, how these practices affect institutional performance, the problems involved in implementing HRM practices and how to lessen these problems. Training and development, performance management, employee recognition, career development and employee participation are seen as key practices in establishing a supportive working culture. This study is underpinned by Social Exchange Theory (SET) that recognises positive intra-organisational exchange can inspire positive work-related attitudinal response from employees through levels of engagement.  The study notes that it is crucial to investigate how employee engagement can become a crucial bridge between HRM practices and institutional performance. It also pinpoints issues like pressure with workload, resources, lack of recognition, communication or lack of career development. A solution to these problems by implementing feasible HRM strategies can be considered as a way to uplift employee engagement, thereby contributing in the outputs of the institution. The study provides both theoretical and practical implications for higher education institutions by highlighting the value of positive employee–organisation relationships.