HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES AND WORK ENGAGEMENT: A CONCEPTUAL FRAMEWORK

Abstract

Modern organizations embrace redesigning businesses. Organizations adopt new ideas and strategies to attain sustainable growth and development. Building and developing work engagement culture could bring about competitive advantage needed in organizations. Human resources management as organizational practice can create and sustain work engagement culture. This research therefore examined human resource management (HRM) and its work engagement competitive advantage. Practically, employees’ work engagement facilitates HRM practices - selective hiring, socialization, performance management, and training - to create competitive advantage. The implications of the approach and recommendations were highlighted concerning the need for work engagement to be strategically embedded and supported across the selection, socialization, performance management and training, learning and development practices, processes and systems for competitive advantage.