Human resource management practices and situational leadership on organizational performance; mediated by employee engagement

Abstract

This study aims to examine the influence of HRM practice on organizational performance, examine the influence of situational leadership on organizational performance, examine the influence of employee involvement on organizational performance, examine the influence of HRM practice on employee engagement, examine the influence of situational leadership on employee engagement, examine the influence of HRM practice on organizational performance mediated by employee involvement, examine the influence of situational leadership to organizational performance mediated by employee engagement. The respondents of the study were civil servants of the Secretariat of the Regional People's Representative Council of Kendari City, totaling 64 respondents, the sample determination technique using saturated techniques so that the research sample amounted to 64 respondents. Data collection using questionnaires. The research model is structural, thus the research data is analyzed using smart PLS ver 3. Research results: HRM practice has a positive but not significant effect on organizational performance, situational leadership has a positive but insignificant effect on organizational performance, employee involvement has a positive and significant effect on organizational performance, employee involvement plays a role in mediating the influence of HRM practice on organizational performance with a full mediation nature, employee involvement plays a role in mediating the influence of situational leadership on employee engagement with the nature of full mediation. Thus, it is important for organizations to involve employees in their work in order to encourage the improvement of organizational performance.