Research Onthe Mechanism Of Cross-level Impact Of Human Resource Management On Employee Engagement

Human capital is the resource with valuable, rare and difficult to imitate replaced in anorganization. It is necessary to increase the investment in human capital, so that companiescan improve organizational performance and gain competitive advantage in the marketplace.The existing research on human resource management practices focuse on the effect of humanresource management practices on organizational performance, it is considered that humanresource management practices can contribute to improve organizational performance. Butsome scholars have found that the direct role of human resource management practices onorganizational performance is not obvious, and it needs the intermediary role of employeebehavior to indirectly effect on organizational performance. Some scholars have pointed outthat in a dynamic, complex and uncertain business operations environment, employeeengagement on organizational performance and individual performance has a positive role inpromoting conducive to achieving organizational goals and establish organizationalcompetitive advantage. Therefore, this study emphatically discussed the process of humanresource management practices affect on employee engagement.As a means of human resource management practices of enterprises and for the purposeof improving employee engagement, this study introduced the regulatory role oftransformational leadership and the intermediary role of organizational embeddedness.Because human resource management practices and transformational leadership belongs tothe organizational level, and orgnizational embeddedness and employee engagement belongsto the individual level. In order to ensure the accuracy of the conclusions, in this study weused a cross-level analysis model. Firstly, the study explored the relationship betweenvariables on the basis of existing research and theory, and completed the theoretical model ofthe human resource management practices affect on employee engagement. Secondly, takingthe corporate employees as the study sample, we analyzed the data for empirical tests byusing cross-level analysis software, and completed the correlation relationship examination ofthe variables, the examination of regulation role of transformational leadership and theintermediary role of orgnization embeddedness. The results showed that the performance andcompensation, employee involvement and job security of human resource managementpractice, all played positive roles to employee engagement, transformational leadershipplayde the regulatory role and organizational embeddedness playde the intermediary role inthis process.The impact of training and developing on employee engagement was notsignificant, and the theoretical assumptions was not supported. Finally, according to the resultof the study, we proposed a related management mechanism aim at the human resourcemanagement practices enterprise implemented, and provided a reference for human resourcemanagers about improving effects of the human resource management practices and organizational performance.