Reciprocal Dynamics of Agile HRM Practices, Employee Engagement and Employee Resilience
DOI:
https://doi.org/10.25159/2664-3731/17739Keywords:
resilience, employee engagement, innovative work culture, reciprocity, diversified holding company, agile human resource management practicesAbstract
This study explored the bidirectional relationships between agile human resource management (HRM) practices, employee engagement and employee resilience. It also assessed the mediating role of engagement between agile HRM and resilience, and the moderating role of innovative work culture in the engagement–resilience link. The data were collected at two time points from 383 and 259 employees of a diversified holding company. Using SmartPLS-SEM, the study confirmed a reciprocal relationship among agile HRM practices, employee engagement and employee resilience. Notably, engagement significantly mediated the effects of agile HRM practices on resilience. The reverse relationship was also supported; resilience and engagement enhance agile HRM practices over time. However, the moderating effect of an innovative work culture on engagement and resilience relationship was not significant. These results highlight the need for HR strategies that not only implement agile HRM practices but also promote engagement to a resilient workforce, especially in emerging markets.
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