This study aims to investigate the role of human resource practices (HRP) in enhancing employee engagement (EE), focusing on the mediating effect of self-efficacy (SE) and the moderating influence of supervisory support (SS). Anchored in Social Exchange Theory (SET) and the Job Demands-Resources (JD-R) model, the study seeks to explore the mechanisms through which HRP contribute to a more engaged workforce within the Chinese organisational context. A quantitative research design was adopted using a structured questionnaire distributed to employees working in various Chinese companies. Data were collected from 412 respondents and analysed using SmartPLS 4 to examine the direct, mediating, and moderating relationships among the variables. The results confirm that HRP has a significant positive impact on EE. Furthermore, SE significantly mediates the relationship between HRP and engagement, while SS strengthens the positive association between SE and engagement. Additionally, a moderated mediation effect was observed, indicating that the indirect impact of HRP on engagement through SE is more substantial when SS is high. This study advances the understanding of EE by introducing a moderated mediation framework that highlights the synergistic roles of HRP, psychological empowerment, and leadership support. Practical and theoretical implications are presented for organisations seeking to develop sustainable engagement strategies.

Enhancing employee loyalty to the company is essential to maximize corporate ability and achieve respective goals, as employees are the most valuable resource. Hence, managing human resources in organizations is key to achieving contemporary business success. The current study aims to assess the impact of human resource management practices (HRM) on organizational performance with employee engagement as a potential mediator. This study was conducted on Jordanian tourism projects. A total of 300 questionnaires were distributed with 237 returned. The data were analyzed through the partial least squares (PLS) software. Resultantly, performance appraisal and employee engagement significantly and positively impacted organizational performance. Recruitment and selection, training and development, compensation, and performance appraisal also significantly and positively impacted employee engagement. Employee engagement significantly mediated the impact of performance appraisal on recruitment, selection, and compensation with organizational performance.

Talent management and Employee Engagement have been studied extensively in management literature in the last ten years, both concepts have become a field of interest. Therefore, this study explores the impact of employee engagement as a mediator on the relationship between talent management and organizational performance. The reason for doing this research is that most of the studies have studied the relationship between talent management directly on organizational performance and have not included employee engagement as a mediator. Midwives were selected as samples since their talents can further enhance the professional ability of midwives in carrying out their duties: to save mothers and children during childbirth.

Although many companies are modernizing by maximizing the use of technology, employee management remains an important topic, where employees are the creators of policies, procedures and business strategies. Having employees with high engagement is not easy for a company. So it is always interest to discuss the factors that influence employee engagement. This study aims to analyze the role of employee engagement as a discussion of human resource management, from Khan which focuses on the condition of human psychology, and how this view was developed in the following years by other researchers. This study uses literature study techniques using qualitative methods to describe the results in a narrative and aims to assist further research. The results showed that there was an increase in the engagement topic study. This proves that the management of human resources in an organization must be carried out with high flexibility, with regard to individual rights, by involving employees in organizational processes. Organizations will get high engagement from their employees if communication and relationships between employers and employees are done well, so that a positive perception is created. Engaged employees are an asset for the organization to achieve competitive advantage.

This paper aims to investigate the role of Employee Spirituality to moderate between Compensation fairness and Employee Engagement, Job involvement and Employee Engagement, organizational commitment, and employee engagement. In this survey, 279 respondents were collected with a 75 percent response rate (139 respondents) from May to July 2020 and a 93.3 percent rate (140 questionnaires) from August until September 2020. Validity used Confirmatory Factor Analysis used KMO and Bartlett’s test, and the reliability test was based on Cronbach-Alpha. Moreover, Kolmogorov-Smirnov test is used for normality test, Park test is implemented for Heteroscedasticity and Multicollinearity test. Moderator Regression Analysis is used to identify the moderator types. The results indicate that Employee Spirituality fully moderated (Pure moderator) between Compensation fairness and Employee Engagement and between Organizational Commitment and Employee Engagement. Moreover, Employee Spirituality partially moderated between Job Involvement and Employee Engagement. The research suggests to implement the model in a narrow scope and considers many variables outside the Compensation fairness, Job Involvement, and Organizational Commitment.

The issue of pension funds is not only a financial matter, but also a human resource. Pension funds do not stand alone, but are assumed to be related to other human resource (HR) variables. Starting from this background, this study aims to examine the effect of the occupational pension scheme (OPS) and retirement intentions (RI) variables partially on employee productivity (EP) directly or through employee engagement (EE), the effect of OPS on RI, and the effect of OPS on EP through RI. Post-positivist is the research paradigm, with a quantitative research approach, with explanatory causal types and statistical studies. Dapenma-Pamsi is selected as the location of this research and we choose the Joint Pension Fund of municipal waterwork which are located in six provinces in Java Island. The sampling technique for this study was proportionate stratified random sampling, with a total sample of 500 active Dapenma-Pamsi participants in six provinces in Java. The research instrument was a questionnaire with a Likert scale of 1-7. The data analysis technique used SEM-AMOS. The results of the study are supported by ten research hypotheses. The novelty of this research is the integration of variables rooted in the discipline of financial management and variables from the discipline of human resource management. This research is also could help Indonesia Government foster the growth of Private Pension Fund Program in Indonesia.

Employee engagement is a concept that is capable of predicting various employee outcomes. It could directly influence the success of any organization and its overall financial performance. The present study was undertaken to determine the relationship between Psychological and Social capitals and employee engagement. Data for the study was collected randomly from 395 respondents. Structural equation modeling was used to analyze the collected data. The data was found to be powerfully fitting, with all the indices having values above the thump's identified rules. The results indicated positive relationships between the constructs. The results of the study have multiple theoretical and practical implications.

This study aims to analyze the effect of personality on organizational commitment mediated and moderated by deviant behavior and employee engagement. The study was conducted at PT. Smartfren Telecom, Tbk in Malang City, involving 105 respondents of frontline employees and the collected data were proceed using Partial Least Square (PLS) analysis. The finding shows that personality did not affect the enhancement of employee's organizational commitment directly. Instead, personality was able to indirectly affect organizational commitment through engagement and a good personality will decrease deviant behavior. While deviant behavior itself did not influence organizational commitment, neither mediate nor moderate the relationship between personality and organizational commitment. Meanwhile, employee engagement was able to mediate the influence of personality toward the organizational commitment, but not to moderate the relationship between the two variables. The study places deviant behavior, and employee engagement were used as the mediating and moderating variables on the effect of personality on the organizational commitment of frontline employees. The highlight of this study is that deviant behavior was not able to act as both the mediating and moderating variable on the influence of personality on organizational commitment.

The purpose of this study was to examine and analyze the influence of personality, motivation, job satisfaction, employee engagement, organizational commitment on employee performance in PT. PLN (Persero) The Power Generation Unit of Mahakam, Indonesia. There were 167 employees participated in this survey using a saturated sample in which all populations were sampled. The re-search model used in this study was a structural model to test the hypotheses proposed by the SEM (Structure Equation Modeling) analysis technique using the Warp PLS 6.0 program approach. The results show that personality and job satisfaction had a positive and significant effect on employee engagement. Motivation was not significant to employee engagement. Personality and motivation were not significant to organizational commitment. Job satisfaction had positive and significant effect on organizational commitment. Personality, motivation, and job satisfaction did not have significant effect on employee performance. Employee engagement was positive and significant for organizational commitment. Employee engagement and organizational commitment were positive and significant for employee performance.

Drawing from research on despotic leadership, employee engagement, employee trust and employee task performance using conservation of resource theory and social exchange theory, this study investigated the three-way interaction of mediating effects of employee engagement (EE) and employee trust (ET) in the link between despotic leadership (DL) behavior of supervisor and employee task performance (TP). Data collected from 310 employees reflected that despotic leadership had negative effect on follower’s task performance, yet the role of employee trust and employee engagement provided the evidence of mediation. The study has explored the rarely addressed area of destructive leadership in the cultural setting of a developing country. The findings of the study have significant implications for future research and practice.