The mediating or moderating effect of high-performance work systems on the relationship between gender diversity, generational diversity and employee engagement

Purpose Effectively managing gender diversity is increasingly recognized as a critical success factor for achieving competitive advantage in organizations. This challenge has become even more complex with the unprecedented coexistence of four to five distinct generational cohorts within the workforce. Such heightened diversity can significantly influence key organizational outcomes, particularly employee engagement. In this context, human resource (HR) practices play a pivotal role as strategic tools for managing diversity. This paper therefore examines the specific impact of high-performance work systems (HPWS) on the relationship between gender and generational diversity and employee engagement. Design/methodology/approach A quantitative study was carried out using a sample of 285 employees from industrial organizations in a region of Spain. To test our hypothesis, the partial least squares statistical analysis program was used. Findings Evidence obtained indicates that HPWS exert a moderating effect on the relationship analyzed, showing that correct management of HPWS is necessary so that employees, regardless of the diversity group to which they belong, can show good levels of engagement. Originality/value The paper’s originality lies in, firstly, analyzing the relationship between diversity-oriented HR practices and engagement from a synergistic and systematic approach (HPWS) but not individual; secondly, trying to answer a question not addressed before about the moderating or mediating effect of HPWS and thirdly, including in the study the generational diversity, because its current effect on organizations cannot be ignored along with gender diversity, a research field analyzed little.