Abstract
The paper shows the mediation role played by the work engagement of human resource practices in organisational performance. The human resource practices considered include recruitment, training and development, performance management, and employee engagement; these were pivotal drivers toward good organisational culture and for more desirable results in the sphere of performance in this evidence. An essential finding of this research is that investing in extensive HR practices enhances employees’ commitment, reduces turnover rates, and increases productivity. Work engagement emerges as a critical mediator, significantly influencing the link between HR practices and performance. Engaged employees display enthusiasm, creativity, and commitment, contributing to higher alignment with organisational objectives. This study found that aligning HR strategies with organisational goals increases employee engagement, offering clear direction and fostering a more motivated workforce. Organisations implementing strategic HR approaches focused on work engagement have significantly superior performance metrics regarding greater operational efficiency and competitive advantages. Integration of engagement-focused practices builds a workforce capable of driving sustained performance improvements.
Keywords: Financial Performance, HR Practices, Non-Financial Performance, Work Engagement.