Enabling human resource transformation through employee engagement and managerial trust: a learning organization perspective

Purpose This study aims to investigate how Work Engagement (WE) and Trust in Management (TM) contribute to Human Resource Transformation (HRT) readiness, with a particular emphasis on their role in fostering a learning-oriented organizational culture. Design/methodology/approach Using a structured quantitative design, data were collected from 424 HR professionals across diverse industries. Structural Equation Modeling (SEM) was used to analyze the relationship between the variables. Measures for WE, TM and HRT readiness were adapted from established scales and validated using Confirmatory Factor Analysis (CFA). Findings Results indicate that both WE and TM significantly enhance HRT readiness, with TM showing a slightly stronger direct effect. WE was also found to be a strong driver of TM, which in turn partially transmits engagement’s influence onto HRT readiness, highlighting trust as an important mediating mechanism. These findings suggest that organizations with engaged employees and high levels of managerial trust are better positioned to undertake transformational HR initiatives, which are essential for continuous learning and adaptability. Practical implications The findings highlight the importance of embedding employee engagement and trust-building strategies within HR frameworks to cultivate a supportive climate for change and learning. Organizations aspiring to become learning organizations must pay attention to these relational and psychological enablers. Originality/value While previous studies have explored WE and TM in isolation, this research provides an integrated view of their combined influence on transformation readiness. By aligning the study with the principles of organizational learning, the paper contributes fresh insights into how trust and engagement can serve as foundational levers for long-term adaptability and human resource innovation.