BACKGROUND AND OBJECTIVES: Employee engagement has emerged as a critical factor for organizations seeking to enhance productivity, foster employee well-being, and gain a competitive advantage. Human resource management practices are vital to driving employee engagement. Therefore, based on the social exchange theory, the current study explores the interaction between human resource management practices and employee engagement. and evaluates the level of engagement (i.e., High, medium, low) of employees. Also, finds an association between engagement levels and the age group of employees.
METHODS: The study administered the standardized questionnaire to employees (n= 187) working in information technology companies. A purposive random sampling research design was adopted for data collection. Confirmatory factor analysis was performed to ensure the validity of the adapted questionnaire, then simple linear regression was run in AMOS v24 software for finding the variance between human resource management practices and employee engagement. Further, chi-square and analysis of variance tests were also used in SPSS v22.
FINDINGS: Human Resource Management practices such as recruiting and selection, continuous training and development opportunities, competitive rewards, career advancement, and employee involvement together explained 33 percent variance based on the coefficient of determination (R2) value, where (Beta= 0.57, p