An empirical study of the relationship between HR practices and employee engagement

Given the limited understanding of temporal issues in extant theorizing about the link between human source management and employee engagement. Based on self-determination theory, we developed and tested a theory of how employee perceived human resource (HR) practices affect employee psychological empowerment that facilitates intrinsic motivation and resultant employee engagement in the work, which moderated by leader-member exchange (LMX). A survey of 485 employees from 300 financial enterprises showed that the employee perceived HR practices affected employee engagement were positively related to the psychological empowerment including the feeling of meaning, impact, autonomy and competence. In turn, employee psychological empowerment was related to intrinsic motivation, a relationship that predicted employee engagement. And the relationship between intrinsic motivation and employee engagement is strengthened by LMX quality.