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