The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants

  • Received November 7, 2019;
    Accepted January 28, 2020;
    Published February 20, 2020
  • Author(s)
  • DOI
  • Article Info
    Volume 18 2020, Issue #1, pp. 130-140
  • Cited by
    8 articles

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This work is licensed under a Creative Commons Attribution 4.0 International License

Given the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).
The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.

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    • Figure 1. Research conceptual model
    • Figure 2. Research measurement model
    • Figure 3. Structural research model
    • Table 1. Examples of HRD practices in the literature
    • Table 2. Questionnaire items
    • Table 3. Factor structure of questionnaire items
    • Table 4. Results of hypotheses testing