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Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees

Author

Listed:
  • Barbara Sypniewska

    (University of Economics and Human Sciences)

  • Małgorzata Baran

    (Collegium Civitas)

  • Monika Kłos

    (Adam Mickiewicz Univeristy in Poznan)

Abstract

Sustainable human resource management (SHRM) views employees as a very important resource for the organisation, while paying close attention to their preferences, needs, and perspectives. The individual is an essential element of SHRM. The article focuses on analyzing selected SHRM issues related to the individual employee's level of job engagement and employee satisfaction. The main objective of our study was to identify individual-level correlations between factors affecting employee satisfaction, such as: workplace well-being, employee development, employee retention, job engagement, and employee satisfaction. Based on the results of a systematic literature review, we posed the following research question: is there any relation between factors affecting employee satisfaction (employee workplace well-being, employee development, employee retention, work engagement) and employee satisfaction in the SHRM context? To answer the research question, we have conducted a quantitative study on the sample of 1051 employees in companies in Poland and posed five hypotheses (H1-H5). The research findings illustrate that higher level of employee workplace well-being (H1), employee development, (H2), employee retention (H3) was related to higher level of employee engagement (H4), which in turn led to higher level of employee satisfaction. The results show the mediating role of employee engagement in the relationship between workplace well-being, employee development, employee retention, and employee satisfaction (H5). The presented results contribute to the development of research on work engagement and job satisfaction in the practice of SHRM. By examining the impact of individual-level factors on job satisfaction, we explain which workplace factors should be addressed to increase an employee satisfaction and work engagement. The set of practical implications for managers implementing SHRM in the organization is discussed at the end of the paper.

Suggested Citation

  • Barbara Sypniewska & Małgorzata Baran & Monika Kłos, 2023. "Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees," International Entrepreneurship and Management Journal, Springer, vol. 19(3), pages 1069-1100, September.
    • Handle: RePEc:spr:intemj:v:19:y:2023:i:3:d:10.1007_s11365-023-00834-9
    DOI: 10.1007/s11365-023-00834-9
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    2. Álvaro Hernández-Tamurejo & Francisco Javier S. Lacárcel & Vincenzo Corvello, 2024. "Exploring smart workers' willingness to sacrifice and its managerial entrepreneurship implications towards a new mobility paradigm," International Entrepreneurship and Management Journal, Springer, vol. 20(3), pages 2047-2074, September.
    3. Arif Massood & Ghazanfar Ali, 2024. "The Effect of Workplace Spirituality and HRM Practices on Job Performancethe Mediating and Moderating Approach," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(1), pages 277-290.

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