| Abstract [eng] |
In the master's final project, the impact of human resource management practices on employee engagement is analyzed. In a rapidly changing organizational environment, employee engagement is becoming a key source of competitive advantage, thus increasing attention is being paid to measures that could enhance it. One such measure is the systematic application of human resource practices, which not only strengthens employee loyalty but also promotes their motivation and active involvement in organizational activities. The object of the final project research is the impact of human resource management practices on employee engagement. The aim of the project is to determine the influence of human resource management practices on employee engagement. In order to achieve this aim, the following objectives were set: to define the construct of employee engagement, to define the human resource practices influencing employee engagement, to develop a model of human resource management practices influencing employee engagement, and to empirically investigate the impact of human resource practices on employee engagement. The structure of the thesis includes a theoretical analysis of the concept of employee engagement, the identification of key human resource management practices (reward, work environment creation, performance appraisal, employee development and career management, supervisor support and feedback, and flexible work organization), as well as an empirical analysis of the impact of these practices on employee engagement. In the study, employee engagement was examined as a threedimensional construct: organizational engagement, job engagement, and overall employee engagement. The research findings revealed that creating a favorable work environment has the strongest positive impact on employee engagement. It was also established that employees tend to be more engaged in their specific work tasks rather than in the organization itself. Correlational analysis identified statistically significant relationships between many of the study variables, while the results of the regression analysis indicated that the creation of a supportive work environment is the most influential factor in promoting employee engagement. The results of the final project may be useful for organizations aiming to strengthen employee engagement through human resource management practices. The study also contributes to the theoretical development of this field in Lithuania by presenting a validated model of the relationships that can be applied in practice. |
