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Advances in Social Sciences Research Journal – Vol. 10, No. 11

Publication Date: November 25, 2023

DOI:10.14738/assrj.1011.15816.

Ma’arof, R. A., Rashid, U. K., & Nasuredin, J. (2023). Improving Employee Engagement Through HRM Practices in Public Hospitals.

Advances in Social Sciences Research Journal, 10(11). 24-33.

Services for Science and Education – United Kingdom

Improving Employee Engagement Through HRM Practices in

Public Hospitals

Rabiatul Adawiyah Ma’arof

Faculty of Business and Management, Universiti Teknologi

MARA (UiTM) Cawangan Terengganu Kampus Dungun,

23000 Sura Hujung Dungun, Terengganu, Malaysia

Umi Kartini Rashid

Faculty of Technology Management and Business,

Universiti Tun Hussein Onn Malaysia, 86400 Parit

Raja, Batu Pahat, Johor, Malaysia

Juzaimi Nasuredin

Faculty of Technology Management and Business,

Universiti Tun Hussein Onn Malaysia, 86400 Parit

Raja, Batu Pahat, Johor, Malaysia

ABSTRACT

The objective of this study is to examine the relationship between Human Resource

Management (HRM) practices and employee engagement within the context of

nurses in public hospitals in Malaysia. Prior studies have investigated several

factors that influence employee engagement in Malaysia. However, the present

study specifically concentrates on examining the relationship between HRM

practices and employee engagement. The study encompassed a sample of 330

nurses employed in public hospitals in Malaysia. Data analysis was performed using

Statistical Package for Social Sciences (SPSS) software version 25. The study

revealed that the implementation of three specific HRM practices, namely career

development, employee participation, and training and development, had a

positive and significant effect on employee engagement. The findings have the

potential to offer useful insights to decision-makers within healthcare

organizations in Malaysia. Specifically, these insights can inform the development

of effective HRM strategies aimed at enhancing employee engagement among

nurses. Moreover, this study offers suggestions for future research and

recommendations for the authorities to strengthen human resource policies

pertaining to the healthcare sector in Malaysia.

Keywords: HRM Practices, Employee Engagement, Social Exchange Theory, Nurses

INTRODUCTION

The significance of employee engagement in various industries stems from its relationship with

both employee performance and organizational performance. According to a recent study

conducted by Gallup, which examined employee engagement across a sample of more than 125

organizations, it was shown that companies that allocate resources towards fostering employee

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Ma’arof, R. A., Rashid, U. K., & Nasuredin, J. (2023). Improving Employee Engagement Through HRM Practices in Public Hospitals. Advances in Social

Sciences Research Journal, 10(11). 24-33.

URL: http://dx.doi.org/10.14738/assrj.1011.15816

engagement can expect their earnings to grow at 2.6 times higher compared to organizations

with lower levels of employee engagement [1].

However, during the COVID-19 pandemic, numerous organizations experienced a decline in

their performance as a result of diminished employee engagement. This decline can be

attributed to the challenges faced by employees in maintaining focus on jobs, productivity, and

motivation at work [2]. According to the study conducted by [3], Malaysia exhibits relatively

low levels of employee engagement in the Asia Pacific region. In the context of healthcare, [4]

conducted a study using the Press Ganey employee engagement database. Their findings

indicate that approximately 15% of nurses exhibit signs of disengagement.

According to [5], engagement has assumed significance increased within the healthcare

industry, especially in the nursing context. This is attributed to the prevailing global shortage

of nurses, who serve as the fundamental pillars of healthcare services. In fact, the former Health

Minister of Malaysia, Khairy Jamaluddin, has highlighted the presence of a nurse shortage in

public hospitals and clinics [6]. Concurrently, there has been a significant outflow of trained

and experienced nurses to foreign countries. For instance, it has been reported that

approximately 2,000 nurses are currently employed in Saudi Arabia [7].

As reported by the [8], there is a significant disparity in the number of people seeking medical

services between public and private hospitals. In 2020, public hospitals recorded a substantial

increase in patients, with a total of 2,284,303 admissions, but private hospitals reported a

comparatively lower figure of 916,294 admissions. Therefore, it can be inferred that active

engagement in the nursing profession is a crucial strategy in mitigating the negative effects of

diminishing staff ratios, enhancing staff retention, elevating the overall quality of healthcare

service, and augmenting both patient safety and patient satisfaction levels [9].

Therefore, it is imperative for nurses to exhibit a positive attitude through employee

engagement, which encompasses many behaviors, attitudes, and intentions [10]. Moreover,

during the COVID-19 pandemic, there has been a rapid increase in the number of patients

seeking medical attention, in conjunction with a shortage of manpower, which has led to an

augmented workload and extended working hours for nursing staff [11]. In a study conducted

by [11], it was found that longer working hours may contribute to the occurrence of burnout

among nurses. Hence, drawing upon scientific studies on human strength and optimal

performance, employee engagement is commonly regarded as the opposite of burnout [12]. It

is recognized as an active psychological state that has the potential to enhance positive

emotions and motivation among employees [13].

Employees who are engaged in their work exhibit a heightened level of energy and are more

likely to achieve success. This can be attributed to their frequent experience of good emotions

and their belief in their ability to effectively manage the demands of their jobs [14]. Therefore,

the understanding of nurses’ engagement is vital due to its direct impact on critical safety,

quality, and patient experience outcomes [4].

Numerous studies have investigated the impact of organizational resources on employee

engagement across diverse sectors, such as the manufacturing industry [15], academic

institutions [16], the banking industry [3], and the telecommunications industry [17]. These

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Advances in Social Sciences Research Journal (ASSRJ) Vol. 10, Issue 11, November-2023

Services for Science and Education – United Kingdom

studies provide evidence that employees who are actively engaged and committed to their

work demonstrate higher levels of performance and productivity. Therefore, in order to foster

high levels of employee engagement among nurses, it is imperative that they are provided with

enough resources to effectively carry out their duties.

[18] also suggested that organizational practices play a crucial role in predicting employee

engagement. Along the same line, [19] conducted a study on nurses and found that participation

and training had a significant influence on the development of positive work attitudes and

behaviors among nurses. [20] have observed that within the nursing field, the implementation

of training and development programs, performance appraisal systems, as well as career

planning initiatives are considered effective human resource strategies for enhancing the

performance and competence of nurses.

Therefore, the implementation of HRM practices has the potential to influence the positive

attitudes and behavior of employees, ultimately leading to increased levels of employee

engagement [21]. This, in turn, has been found to have a positive impact on the job performance

of nurses employed in public hospitals [22].

In accordance with [23] Social Exchange Theory (SET), it is posited that a mutual relationship

can be established through a series of contacts between two parties (employees and

employers) that are interdependent and have a sense of obligation. Thus, organizations have

the ability to cultivate a favorable perception among employees by implementing HRM

practices such as career development, employee participation, as well as training and

development. These practices contribute to employees feeling valued and motivated to

contribute their resources. Consequently, employees will experience satisfaction with HRM

practices, and they will repay the organization through the positive outcome of employee

engagement.

However, the majority of studies on employee engagement have primarily focused on Western

contexts. Meanwhile, in Malaysia, studies were placed on private organizations, specifically in

the fields of manufacturing [15], banking [3], and private higher education [24]. According to

[25], there is a less empirical study examining the relationship between HRM practices as an

antecedent of employee engagement, particularly within the healthcare sector. Simultaneously,

prior scholars such as [26] claimed that there had not been many studies examining the impact

of HRM practices or perceived HRM practices on employee engagement, particularly in

developing countries. Thus, based on the above discussion, this study aims to investigate the

influence of HRM practices, namely career development, employee participation, and training

and development, on employee engagement within the context of nurses employed at public

hospitals in Malaysia.

LITERATURE REVIEW

Employee Engagement

The concept of employee engagement has garnered significant interest from both practitioners

and academics, owing to its observed positive effects on employees and organizational

performance. However, based on a comprehensive study of the existing literature, it becomes

evident that there is a lack of agreement among scholars regarding the conceptualization of

employee engagement.