Linking aspects of human capital management, employee engagement, perceived organizational support, and selfreported employee job performance

Abstract

Purpose. The primary intangible asset of firms and the main factor determining the ircompetitive advantage has emerged as human capital. This paper examined the effect of the selected aspects of human capital management on self-reported employee job performance and the mediating role of employee engagement. Likewise, this study tested the moderation role of perceived organizational support on the human capital management with self-reported employee performance link. Method. This paper is structured on a quantitative approach, with stratified and simple random sampling techniques. The research model analysis method applies structural equation modeling with AMOS to test the hypothesized relationships. Findings. The aspects of human capital management were positively related to self-reported employee job performance. Moreover, employee engagement partially mediates the relationship, and perceived organizational support positively moderates the association between knowledge accessibility, learning capacity, leadership practice, career advancement, and selfreported employee job performance. Conversely, it has an in significant moderation between workforce optimization and employee job performance, optimization and self-reported employee job performance. Implications for practice. This paper has an implication for policy makers, organizational managers, investors in general, and the banking sector in particular in their effort towards creating strategies for matching human capital management strategies, employee engagement, perceived organizational support, and self-reported employee job performance. Thus, aspects of human capital management are the determinant factors of employee engagement and self-reported employee job performance. Moreover, the perception of employees towards organizational support contributes to the relationship.