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.

The purpose of this paper is to explore and integrate the role of human resources with the internal practices of the Indian manufacturing industries towards successful implementation of lean manu-facturing (LM). An extensive literature survey is carried out. An attempt is made to build an ex-haustive list of all the input manifests related to human resources and internal practices necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its suc-cessful implementation. A structural model is thus conceptualized, which is empirically validated based on the data from the Indian manufacturing sector. Hardly any survey based empirical study in India has been found to integrate human resources with the internal processes towards success-ful LM implementation. This empirical research is thus carried out in the Indian manufacturing in-dustries. The analysis reveals six key input constructs and three output constructs, indicating that these constructs should act in unison to maximize the benefits of implementing lean. The structural model presented in this paper may be treated as a guide to integrate human resources with internal practices to successfully implement lean, leading to an optimum utilization of resources. This work is one of the very first researches to have a survey-based empirical analysis of the role of human resources and internal practices of the Indian manufacturing sector towards an effective lean im-plementation.

This study investigates the impact of human resources (HR) practices, recruitment and selection, training and development, compensation and benefits, on employee’s job satisfaction in fertilizer sector of Pakistan. A pre-tested questionnaire was distributed and two hundred respondents pro-vided useable information. The result of the study shows a positive relationship between HR practices and job performance, which indicates fair recruitment and selection, better training and development opportunities and attractive compensation and benefit packages increase the level of satisfaction of employees.

Human Resource Management is relatively a new concept in small firms in Pakistan. The purpose of this study is to examine the impact of some of the human resource practices on organizational performance in small manufacturing firms. Using various statistical techniques confirming the adequacy of the model for small manufacturing firms, the result of the study based on the data collected through questionnaires, revealed that HR practices like recruitment, training, compensation and promotion do affect performance of organization. The intensity of these effect are positively mediated by HR outcomes i.e. employees skill, attitude and behavior. Thus it can be safely concluded that although the nature of HR practices in small firms is informal but the organizational performance can be improved by adopting carefully tailored HR practices keeping in mind the limited resources of small firms.

The frequently discussed topic of job satisfaction is not new in the field of organizational behavior research. Job satisfaction is related to customer satisfaction; however, there is a scarcity of empirical evidence regarding this link. The current piece of research examines the said relationship in the context of the online call center. In addition, this study investigates the effect of human resources (HR) practices on job satisfaction within the online call center context. The sample of the study consists of 275 employees who were working as an online call center. SMARTPLS 3 was used to analyze the data. The findings of the study indicated a positive relationship between HR practices with job satisfaction. Furthermore, a positive impact of job satisfaction on customer satisfaction is observed. The mediation of customer interaction quality is also found to be significant in the relationship between job satisfaction and customer satisfaction.