Linking human resources practices to employee engagement in the hospitality industry: the mediating influences of psychological safety, availability and meaningfulness

PurposeDrawing on self-concept theory, this study evaluates the mediating effects of employees' psychological states on the relationship between human resources (HR) practices and employee engagement.Design/methodology/approachThrough random sampling, 434 customer-contact frontline employees from five-star hotels in Malaysia participated in the cross-sectional survey.FindingsThe results produced by the Smart-PLS (partial least squares) indicate that HR practices positively and significantly influence employees' psychological states of safety, meaningfulness and availability. All these psychological states also exert positive influences on employee engagement (organisational and work engagement). Safety and availability mediate the links between HR practices and employee engagement, but not meaningfulness.Practical implicationsHR practices and employees' psychological states are necessary in ensuring positive employee outcomes and improving customer service provision.Originality/valueThe findings contribute to the further extension of self-concept theory and employee engagement by incorporating the mediating roles of employees' psychological states in the relationships between HR practices and employee engagement.