IMPACT OF HIGH-PERFORMANCE WORK SYSTEMS AND PERCEIVED ORGANIZATIONAL SUPPORT ON WORK ENGAGEMENT: THE ROLE OF JOB CRAFTING, PSYCHOLOGICAL EMPOWERMENT, AND LEADER HUMILITY

Abstract

The aim of this study is to investigate the relationship between high-performance work systems (HPWS) and perceived organizational support (POS) and employee work engagement. Specifically, the mediating role of job crafting and the moderating effects of leader humility and psychological empowerment were highlighted. Data from the teaching staff of different HEIs was gathered using questionnaires as part of a quantitative research design. The links between HPWS, POS, job crafting, psychological empowerment, leader humility, and work engagement will be analyzed using structural equation modeling (SEM). Through the mediating impacts of job crafting and moderating effects of psychological empowerment, the study's results were anticipated to demonstrate the direct and indirect benefits of HPWS and POS on employee work engagement. Furthermore, the research might pinpoint aspects of POS and HPWS that significantly affect employee engagement. By carefully examining how organizational elements like POS and HPWS and individual-level variables like job designing, and psychological empowerment, interact to influence employee work engagement, this study contributes to the body of literature. HEIs trying to increase employee job engagement through leadership development programs and strategic HR practices may find the study's findings to be helpful.