Strengthening work engagement through high-performance human resource practices

Purpose - The purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in the service industry in India. Design/methodology/approach - The data were collected from a sample of 234 employees working in the service sector in India with the help of a survey questionnaire method. Confirmatory factor analysis was used to validate the data. To test the hypothesized relationship, structural equation modelling was used. Findings - The results revealed that five HPHRPs have a positive impact on the WE of employees in the service sector in India. Internal career opportunities negatively impact WE. Research limitations/implications - The study sample is limited to the service sector in India. Researchers are encouraged to study employee and organizational performance measures other than WE which could be impacted by high-performance work practices. Practical implications - Managers seeking to strengthen WE could implement these HPHRPs in their firms operating in Indian service sector. Originality/value - The paper is an attempt to provide empirical evidence on how the individual HPHRPs impacts WE in an organization. Earlier research has shown the impact of bundled HPHRPs on WE. Thus, this study is first to empirically test the direct relationship of individual HPHRPs with WE.