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

Abstract

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