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• W2605557100 abstract "INTRODUCTIONWork engagement is an evolving notion in the area of occupational health psychology (Bakker, Schaufeli, Leiter, & Taris, 2008). The concept was first coined by nearly 25 years ago by Kahn (1990) who conceptualized it as the psychological, cognitive and emotional attachment of employee with the work. Bundles of empirical studies have been conducted outlining the numerous antecedents of work engagement (Bakker, 2011; Rothmann & Joubert, 2007; Demerouti et al., 2001; Schaufeli & Bakker, 2004; Xanthopoulou, Bakker, Schaufeli, 2007; Xanthopoulou, Bakker, & Demerouti, 2009). Sadly, despite of dozens of these studies, the human resource management and its major factors seem to have been rarely studied (Albrecht et al., 2015; Suan & Nasrudin, 2014; Arrowsmith & Parker, 2013). The main purpose of the current article is to underline critical imparity of HRM components, particularly on the development HRM (Kuvaas, 2008) practices. Through empirical evidence, the present paper underlines gaps in work engagement literatures concerning to HRM. Accordingly, the paper highlights theoretical, practical and empirical significance of developmental HRM practices including employee training opportunities and career development opportunities towards the prediction of work engagement followed by the buffering energy of performance appraisal perceptions.LITERATURE REVIEWWork EngagementBakker (2011) in his article asks to recall someone whom they met at the workplace and found explaining things with energy and passion or individuals striving to give their utmost to serve in the best way possible. All such people were engaged with their work. They were completely attached with their job roles and experienced full immersion in their job activities. According to the most popular definition on work engagement by Schaufeli et al., (2001), work engagement is a positive work based mindset which brings energy, dedication, and absorption in work. Engaged workers are more productive and open to learning in order to go an extra mile. Kahn (1990) is ranked as the pioneer in the engagement literatures who explained engagement as individuals being physically, cognitively and emotionally connected to the work.Work engagement is principally different from other employee outcomes such as job satisfaction, job involvement, and organizational commitment (Bakker, 2011; Hallberg & Schaufeli, 2006). The JD-R model of work engagement (Demerouti et al., 2001) is the most established framework on the topic according to which, job resources and job demands are principally the core components that influence employees' work engagement. Job resources are those motivational aspects at work that enhance employees' work well-being whereby, job demands are work stressors that potentially drain individual capabilities (Bakker & Demerouti, 2007).HRM and Employee Behavior at WorkNotable scholars in the area have outlined several antecedents of work engagement (Hamed, 2010; Saks, 2006). Alongside this, empirical evidence has also pointed out towards the significance of human resource management practices and their role towards developing strategies for enhancing employee behaviors and outcomes at work (Arrowsmith & Parker, 2013). HRM and its prominence in predicting different outcomes including employee learning, productivity, employee commitment, and operational performance are evident from the previous studies (Chand, 2010; Ozola, 2014; Lamba & Chaudhary, 2013; Ahmad & Schroeder, 2003; Ouedraogo, 2010).Shuck, Rocco, and Albornoz (2012) have highlighted that there is a need for HR practitioners to understand how employees' work engagement could be enhanced through core HR practices and functions. Suan and Nasrudin (2014) stated that engagement has mainly been investigated through job and personal characteristics hence; the monumental role of HR seems to be scarce in empirical documents. …" @default.
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• W2605557100 date "2016-12-01" @default.
• W2605557100 modified "2023-09-24" @default.
• W2605557100 title "HR Moderating HR: Critical Link between Developmental HR Practices and Work Engagement in a Moderated Model" @default.
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