EMPLOYEE ENGAGEMENT AS A DRIVER OF ORGANIZATIONAL PERFORMANCE: AN HRM PERSPECTIVE

This study examines the relationship between employee engagement and organizational
performance, focusing on how intrinsic motivation, leadership support, work-life balance, and
recognition practices contribute to employee productivity and retention. Using a mixed-methods
approach, data were collected from 160 employees across public and private organizations using
a structured Likert-scale questionnaire. Exploratory Factor Analysis (EFA) and Structural
Equation Modelling (SEM) were used to validate constructs and analyze causal relationships.
Results indicate that leadership support and recognition practices significantly enhance
engagement, which directly predicts organizational commitment and productivity. Work-life
balance acts as a partial mediator, while organizational culture moderates the engagement
performance link. The study provides actionable insights for HR managers to develop employee
centric strategies that foster sustainable performance outcomes.