Strategic Human Resource Management and Employee Engagement in Australia
DOI:
https://doi.org/10.47604/ijsm.2731Abstract
Purpose: The aim of the study was to investigate the strategic human resource management and employee engagement in Australia.
Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
Findings: In Australia, Strategic Human Resource Management (SHRM) practices have shown significant impact on employee engagement across various sectors. Studies consistently highlight that organizations implementing effective SHRM strategies, such as performance management systems and supportive leadership styles, experience higher levels of engagement among employees. Leadership, especially through transformational styles, plays a crucial role in inspiring teams and fostering a positive work environment. Aligning SHRM practices with a supportive organizational culture further enhances their effectiveness in promoting employee commitment and productivity.
Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, social exchange theory (SET) & high-involvement management (HIM) theory may be used to anchor future studies on strategic human resource management and employee engagement in Australia. Organizations should tailor their SHRM strategies to align with their unique organizational goals, culture, and employee demographics. Governments can support SHRM and employee engagement initiatives through regulatory frameworks that encourage investment in employee development, fair labor practices, and work-life balance.
Downloads
References
Albrecht, S. L., & Breidahl, K. N. (2019). The impact of strategic human resource management on employee engagement and organizational performance in Danish service firms. The International Journal of Human Resource Management, 30(12), 1971-1993. https://doi.org/10.1080/09585192.2017.1422097
Albrecht, S. L., & Breidahl, K. N. (2019). The impact of strategic human resource management on employee engagement and organizational performance in Danish service firms. The International Journal of Human Resource Management, 30(12), 1971-1993.
Armstrong, M., & Murlis, H. (2019). Armstrong's handbook of reward management practice: Improving performance through reward. Kogan Page Publishers.
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), 67-94. https://doi.org/10.1111/j.1748-8583.2005.tb00287.x
Carvalho. (2019). Leadership style as a mediator between strategic human resource management practices and employee engagement in the hospitality industry. Journal of Human Resources in Hospitality & Tourism, 18(3), 295-317. https://doi.org/10.1080/15332845.2018.1557291
Carvalho (2019). Leadership style as a mediator between strategic human resource management practices and employee engagement in the hospitality industry. Journal of Human Resources in Hospitality & Tourism, 18(3), 295-317.
Chartered Institute of Personnel and Development (CIPD). (2020). Employee outlook: Spring 2020. Retrieved from https://www.cipd.co.uk/Images/employee-outlook-spring-2020-report_tcm18-74591.pdf
Chen (2021). Strategic human resource management and employee engagement during organizational change in Chinese technology firms. Asia Pacific Journal of Human Resources, 59(2), 250-271. https://doi.org/10.1177/1038411120905084
Chen (2021). Strategic human resource management and employee engagement during organizational change in Chinese technology firms. Asia Pacific Journal of Human Resources, 59(2), 250-271.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900. https://doi.org/10.1177/0149206305279602
Dhar (2020). Employee engagement for sustainable performance: A cross-national study. Journal of Business Research, 110, 196-207. https://doi.org/10.1016/j.jbusres.2020.01.042
Freeney, Y., & Fellenz, M. R. (2018). HRM and employee engagement in the public sector. Public Management Review, 20(5), 731-751. https://doi.org/10.1080/14719037.2017.1340725
Freeney, Y., & Fellenz, M. R. (2018). HRM and employee engagement in the public sector. Public Management Review, 20(5), 731-751.
Grote, S. (2018). The role of employee involvement in BMW’s global production network. Journal of Business Research, 89, 433-442. https://doi.org/10.1016/j.jbusres.2018.04.021
Guest, D. E. (2017). Human resource management and employee engagement. In A. Wilkinson, T. Redman, T. Snell, & S. Dundon (Eds.), Contemporary Human Resource Management: Text and Cases (5th ed., pp. 171-193). Pearson Education Limited.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2019). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 105(7), 836-851. https://doi.org/10.1037/apl0000400
Hempel, P. S., Zhang, Y., & Han, G. (2017). Employee engagement, human resource management practices and competitive advantage: Evidence from German firms. The International Journal of Human Resource Management, 28(15), 2125-2145. https://doi.org/10.1080/09585192.2016.1263994
Henderson, R. (2020). The impact of digital transformation on HRM and employee engagement. Journal of Strategic Human Resource Management, 9(1), 32-49. https://doi.org/10.1108/JSHRM-12-2019-011
Jiang (2018). Strategic human resource management and employee engagement: A multinational perspective. The International Journal of Human Resource Management, 29(12), 2120-2142. https://doi.org/10.1080/09585192.2016.1271479
Jiang (2018). Strategic human resource management and employee engagement: A multinational perspective. The International Journal of Human Resource Management, 29(12), 2120-2142.
Jiang, Z., & Liu, L. (2018). The moderating role of organizational culture in the relationship between strategic human resource management practices and employee engagement. The International Journal of Human Resource Management, 29(17), 2576-2601. https://doi.org/10.1080/09585192.2017.1380299
Jiang, Z., & Liu, L. (2018). The moderating role of organizational culture in the relationship between strategic human resource management practices and employee engagement. The International Journal of Human Resource Management, 29(17), 2576-2601.
Kamau, A., & Njenga, K. (2019). Impact of training and development on employee performance in Kenya: A case of selected organizations in Nairobi County. International Journal of Training and Development, 23(2), 110-125. https://doi.org/10.1111/ijtd.12160
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391. https://doi.org/10.1177/0149206311429470
Kotzé, T. G., & Nel, P. S. (2019). Employee engagement and organizational performance in South Africa: The role of transformational leadership. SA Journal of Industrial Psychology, 45, a1587. https://doi.org/10.4102/sajip.v45i0.1587
Kular (2018). Employee engagement for sustainable organizations: Key drivers and outcomes. Industrial and Organizational Psychology, 11(4), 634-641. https://doi.org/10.1017/iop.2018.103
Moura (2019). Employee engagement and organizational performance: Insights from Brazilian companies. Journal of Business Research, 98, 470-478. https://doi.org/10.1016/j.jbusres.2019.01.040
Nguyen (2020). HR practices and employee engagement in Vietnamese manufacturing firms: The mediating role of psychological empowerment. The International Journal of Human Resource Management, 31(13), 1648-1670. https://doi.org/10.1080/09585192.2018.1524969
Nguyen (2020). HR practices and employee engagement in Vietnamese manufacturing firms: The mediating role of psychological empowerment. The International Journal of Human Resource Management, 31(13), 1648-1670.
Ochieng (2020). Employee engagement and organizational performance in Kenya: The mediating role of psychological empowerment. African Journal of Economic and Management Studies, 11(3), 367-383. https://doi.org/10.1108/AJEMS-02-2020-0043
Ogbeibu, S., & Osayi, T. (2018). Employee engagement and organizational performance in Nigeria: The moderating role of corporate governance. Journal of African Business, 19(3), 285-305. https://doi.org/10.1080/15228916.2018.1488545
Okolie (2021). Employee engagement and organizational performance in Nigeria: A case study of Dangote Group. Journal of Management and Strategy, 12(1), 45-62. https://doi.org/10.5430/jms.v12n1p45
Paim, L. C. M., et al. (2017). Employee engagement in Brazil: A qualitative study of organizational practices and outcomes. International Journal of Human Resource Management, 28(21), 3032-3051. https://doi.org/10.1080/09585192.2016.1258747
Rao, S., & Tandon, U. (2017). Employee engagement in the Indian context: Key drivers and outcomes. Journal of Human Values, 23(2), 134-147. https://doi.org/10.1177/0971685817708921
Silva, R. C., & Batalha, M. O. (2018). Employee engagement and productivity in Brazilian manufacturing: A qualitative study. International Journal of Productivity and Performance Management, 67(1), 38-52. https://doi.org/10.1108/IJPPM-03-2017-0076
Smit. (2021). Employee engagement and organizational performance: Evidence from South Africa. South African Journal of Business Management, 52(1), 45-58. https://doi.org/10.4102/sajbm.v52i1.1978
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Mason Anderson
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
