Linking HR practices to employee engagement: A mediated-moderated model of self-efficacy and supervisory support

This study aims to investigate the role of human resource practices (HRP) in enhancing employee engagement (EE), focusing on the mediating effect of self-efficacy (SE) and the moderating influence of supervisory support (SS). Anchored in Social Exchange Theory (SET) and the Job Demands-Resources (JD-R) model, the study seeks to explore the mechanisms through which HRP contribute to a more engaged workforce within the Chinese organisational context. A quantitative research design was adopted using a structured questionnaire distributed to employees working in various Chinese companies. Data were collected from 412 respondents and analysed using SmartPLS 4 to examine the direct, mediating, and moderating relationships among the variables. The results confirm that HRP has a significant positive impact on EE. Furthermore, SE significantly mediates the relationship between HRP and engagement, while SS strengthens the positive association between SE and engagement. Additionally, a moderated mediation effect was observed, indicating that the indirect impact of HRP on engagement through SE is more substantial when SS is high. This study advances the understanding of EE by introducing a moderated mediation framework that highlights the synergistic roles of HRP, psychological empowerment, and leadership support. Practical and theoretical implications are presented for organisations seeking to develop sustainable engagement strategies.