Impact of HRM Practices on Employee Engagement and Employee Performance with special reference to Academicians and Work Professionals

The purpose of this study is to explore the employee performance factors which are highly influenced by HRM practices through different dimensions. Moreover, this study proposes a model in the area of human resource practices to be used for testing and improving the performance of employees in the universities. An integrated model was developed highlighting the relationship between the HRM practice variables (Training, R & D, and Performance Appraisal) and employee performance. 281 responses have been collected from various academicians and work professional working in universities. Partial least square (PLS) - Structural equation modeling (SEM) is implemented using Smart PLS 3.0 to validate the hypothesized relationship by evaluating the responses of employees working in the universities. The findings of this study demonstrate a strong relationship between HRM practices and employee performance in the universities and also can be used by managers and HRprofessionals for organizing exclusive relevant programs for improving employee's performance based on the dimensions used in this paper. The present study provides an empirical and theoretical explanation of different dimensions associated with HRM Practices and employee performance.