Perceived High Performance Work Practices and Employee Engagement: An Empirical Study in Nigeria

Abstract

Purpose of the article: Employee engagement, which has been acclaimed as one of the key determinants of the organisational performance, largely depends on employees’ dispositions. Thus, the purpose of this study is to examine the effects of high performance work practices (HPWPs) on employee engagement. Methods: The study is based on a cross-sectional survey which examined a representative sample of three hundred and ninety-one employees (391). Six participating banks were selected randomly while the respondents were judgmentally selected among the banks. Structured questionnaires were provided to the sample the respondents and the data gathered were analysed using SPSS version 20. Scientific aim: This study seeks to provide scientific evidence of the efficacy of using a bundle of complementary human resource (HR) practices rather than single HR practice to engage skilled employees. Findings: The study revealed that a combination of all the four selected HPWPs as a bundle, significantly predicted employee engagement. However, only employee training and development as a single HR practice variable, significantly predicted employee engagement, while employee empowerment, performance appraisal and performance related pay were insignificant. Conclusions: This study highlights the need for human resource (HR) managers to understand and apply the most productive bundle of HR practices in nurturing employee engagement for desirable organisational outcomes. Based on the findings, a bundle of HR practices, which have complementary qualities, is imperative for employee engagement. This study has contributed to highlighting the organisational factors fostering employee engagement and ameliorating employees’ and organisational performance in Nigeria.