Home⇛Asia Pacific Journal of Management and Sustainable Development⇛vol. 12 no. 3 Part 4 (2024)

Impact of Human Resource Management Practices on Employee Engagement Among Public Employees in China

Wang Xinyu | Ma. Rosario B. Tamayo

Discipline: human resource management

 

Abstract:

This study investigates the impact of human resource management (HRM) practices on employee engagement among public employees in Kunming City, Yunnan Province, China. Using a descriptive-quantitative research design, the study surveyed 400 civil servants across 20 government agencies. It assessed HRM practices such as human resource planning, staffing, incentives, performance appraisal, training, teamwork, and employee participation, and evaluated their relationship with employee engagement indicators including job involvement, motivation, and sense of purpose. Results revealed that training programs received the highest positive perception, followed closely by teamwork and employee participation. Employees reported strong engagement through wholehearted involvement, pride in their work, and a sense of meaningful contribution. However, lower ratings were observed in areas like energy at work, enthusiasm in starting the workday, and ability to detach from job responsibilities, pointing to areas of emotional and motivational concern. Statistical analysis indicated a significant positive correlation between effective HRM practices and higher employee engagement levels. Differences in perceptions based on age, education, and experience highlight the need for more tailored HR interventions. The study concludes with a proposed action plan to enhance HRM practices and recommends targeted strategies such as revising incentive schemes, enhancing feedback systems, and promoting work-life balance. The findings offer valuable insights for public sector institutions aiming to improve workforce performance, satisfaction, and sustainability through strategic human resource initiatives.



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