The influences of Human Resource Practices and policies on Employee Engagement

The influences of Human Resource Practices and policies on Employee Engagement

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There multiple human resource policies and practices which significantly affects employee engagement. The four notable HR practices involve employees’ selection, orientation, performance management, remuneration, training, and development. Such kind of methods substantially influences the performance of employees (Bridger, 2015). The present paper will consider analysis of three core point of study which mainly involves remuneration, training, and development and performance management. It will further elaborate on how the practices mentioned above will influence the employees’ motivation and well-being.

Point of Analysis1: Remuneration and employees motivation

In this present analysis, it is vital to consider the fact that better compensation will always of a high level of motivation to the employees. In the argument put forward by Gupta, Tandon, and Barman (2019), a discussion is put forward that better remuneration package offers high level of motivation and promote the well-being of employees, thereby positively influencing their level of engagement. In making keen evaluation of the present point of analysis, it vital for organization that values better performance to promote better remuneration to its employees.

According to the article “New perspectives in employees in human resources,” 2015, a description of the remuneration packages is given more weight. Such example includes overtime pay, bonuses, incentive, a better salary and wages among others. Through the arguments brought forward by such authors in the described articles, it is accurate to conclude the better remuneration will have positive outcome on the employees’ engagements within the organization.

Point of Analysis 2: Training and Employees motivation or commitment

Training is vital in promoting the level of competencies among the employees. In these particular aspects, training and development of employees equip them with the relevant skills and high level of expertise which can positively impact on their level of engagement skills. According to the arguments put forward by Bridger (2015), training impact positively on the performance of employees due to their ability to cope up with various technological transformation and changes within the areas of work.

In a keen evaluation of this point of analysis, training help in the dissemination of various skills and knowledge which are vital in the performance of multiple duties. In rangers to this situation, Albrecht et al. (2015), agree with the impacts of the training on the employee engagement through the arguments which they put forward. They support the fact that for organization to realized thigh level of put from the employees, then train and development on currents skills and technological changes is quite vital.

Point of Analysis 3: Performance Management and Employees commitment

It is very critical to analyze the performance capabilities of every employee through well planned and accurate performance appraisal. It is through performance appraisal that each effort attributed by each employee is recognized. Furthermore, performance management will ensure promotions and preparation of proper remuneration plan that will reward each employee according to their efforts. In evaluating the particular point of analysis, it essential to refer to the argument put forward by Bridge. According to Bridger (2015), performance management can play a crucial role in identifying the weaknesses of the employees, and this will provide better reason to conduct training.

Trough performance management, the management can also identify those employees with exceptional skills and reward them accordingly. Through this, their efforts will be much be appreciated, and they will feel more motivated to work even harder (Gupta, Tandon & Barman, 2019). In conclusion, performance management is vital to determine the efforts of employees. It motivates the employees to work harder and seek promotional opportunities as well as better remuneration.


Bridger, E. (2015). ‘What s employee’s engagement?’ Employee engagement, Koga Page Limited, London. Pp.1-17, viewed 21 August 2019, Pro-Quest Ebook Central database.

A new perspective on employees’ engagement in human resource. (2015), Emerald Group Publishing Limited, Bingley, viewed 21 August 2019, Pro-Quest Ebook Central database.

Gupta, A, Tandon, A & Barman,D. (2019), Employee engagement: evolution approaches and perspective, Management Technique for employees engagement in contemporary Organization, IGI Global, Hershey, pp. 1-19, viewed 21 August 2019, IGI Global Online database.

Albreacht, SL, Bakker, AB, Gruman, JA, Marcy, WH & Saks, AM. (2015). Employee engagement, human resource practices and competitive advantage, Journal of Organization Effectiveness, Vol.2, no.1.pp. 7-35

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