Article Sidebar

Download
Download Article

Main Article Content

Abstract

This study aims to analyze the factors influencing human resource performance management in private manufacturing companies in Garut Regency. The study focuses on the effect of Strategic Human Resource Management, Leadership Effectiveness, and Training and Development on HR Performance Management, with Employee Engagement as a mediating variable. This research employed a quantitative approach using a survey method by distributing questionnaires to employees of private manufacturing companies. The data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with the assistance of SmartPLS. The results indicate that Strategic Human Resource Management and Leadership Effectiveness have a positive effect on Employee Engagement, while Training and Development has a negative effect on Employee Engagement. Furthermore, Employee Engagement has a positive effect on HR Performance Management and is proven to mediate the relationship between Strategic Human Resource Management, Leadership Effectiveness, and Training and Development on HR Performance Management. These findings indicate that employee engagement is an important factor in improving the effectiveness of human resource performance management. This study implies that companies need to strengthen their human resource management strategies and leadership effectiveness, while also reevaluating training and development programs to ensure that they are more relevant to employee needs and job demands. Therefore, effective human resource performance management can be achieved through the continuous improvement of employee engagement. These findings are consistent with previous research showing that Employee Engagement is an important variable in explaining HR Performance Management.

Keywords

Strategic Human Resource Management Leadership Effectiveness Training and Development, Employee Engagement HR Performance Management

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

How to Cite
Adnan, A. Z., Ipa, I. H. Y., & Paroli, P. (2026). The Role of Employee Engagement in Mediating the Effect of SHRM, Leadership Effectiveness, and Training and Development on HR Performance Management. Golden Ratio of Human Resource Management, 6(2), 593–614. https://doi.org/10.52970/grhrm.v6i2.2537
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474. https://doi.org/10.1146/annurev.psych.60.110707.163505
  2. Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330–351. https://doi.org/10.1080/09585192.2012.679950
  3. Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077
  4. Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
  5. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD-R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1, 389–411. https://doi.org/10.1146/annurev-orgpsych-031413-091235
  6. Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of Management, 45(6), 2498–2537. https://doi.org/10.1177/0149206318818718
  7. Breevaart, K., Bakker, A. B., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138–157. https://doi.org/10.1111/joop.12041
  8. Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
  9. Decuypere, A., & Schaufeli, W. (2020). Leadership and work engagement: Exploring explanatory mechanisms. German Journal of Human Resource Management, 34(1), 69–95. https://doi.org/10.1177/2397002219892197
  10. Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied Psychology, 53(4), 556–569. https://doi.org/10.1111/j.1464-0597.2004.00188.x
  11. DeNisi, A. S., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), 127–179. https://doi.org/10.1080/19416520.2014.873178
  12. Dusterhoff, C., Cunningham, J. B., & MacGregor, J. N. (2014). The effects of performance rating, leader-member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of Business Ethics, 119, 265–273. https://doi.org/10.1007/s10551-013-1625-4
  13. Halbesleben, J. R. B., Harvey, J., & Bolino, M. C. (2009). Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family. Journal of Applied Psychology, 94(6), 1452–1465. https://doi.org/10.1037/a0017595
  14. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
  15. Hassett, M. P. (2022). The effect of access to training and development opportunities, on rates of work engagement, within the U.S. federal workforce. Public Personnel Management, 51(3), 380–404. https://doi.org/10.1177/00910260221098189
  16. Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699–1724. https://doi.org/10.1177/0149206311419663
  17. Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088
  18. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.5465/256287
  19. 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/10.1177/0149206310365901
  20. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x
  21. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
  22. Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74–101. https://doi.org/10.1177/1529100612436661
  23. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71–92. https://doi.org/10.1023/A:1015630930326
  24. Schleicher, D. J., Baumann, H. M., Sullivan, D. W., Levy, P. E., Hargrove, D. C., & Barros-Rivera, B. A. (2018). Putting the system into performance management systems: A review and agenda for performance management research. Journal of Management, 44(6), 2209–2245. https://doi.org/10.1177/0149206318755303
  25. Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers’ daily work engagement? The Leadership Quarterly, 22(1), 121–131. https://doi.org/10.1016/j.leaqua.2010.12.011
  26. Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391–407. https://doi.org/10.1111/j.1468-2370.2011.00322.x
  27. Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management, 34(5), 590–619. https://doi.org/10.1177/1059601108331242