Impact of Corporate Entrepreneurship and Human Resources Management Practices on Organisational Performance: The Mediating Role of Employee Engagement
DOI:
https://doi.org/10.51137/wrp.ijarbm.412Keywords:
Corporate Entrepreneurship, Human Resources Management Practices, Employee Engagement, Organisational Performance, Telecommunication Sector, ZimbabweAbstract
Corporate entrepreneurship positively impacts organizational growth and profitability by offering a competitive edge over innovation-driven technology advancements and a tumultuous global marketplace. As developing countries become more involved in international competition, the significance of human resources as a source of high organizational performance has become apparent. Combining corporate entrepreneurship activities and human resource management practices is vital for enhancing organizational performance. Despite the increasing research on corporate entrepreneurship, research on the influence of corporate entrepreneurship, human resources management, and employee engagement on the organizational performance of telecommunication organizations in Zimbabwe is scarce. The purpose of this study was to investigate the impact of corporate entrepreneurship and human resources management practices on organisational performance through mediating the role of employee engagement. This research followed a positivist research paradigm. Four hundred (400) employees in the telecommunications industry were selected using a stratified sampling method. An online questionnaire was utilised to gather data. Descriptive and inferential statistical techniques were employed to analyse data using Statistical Packages for Social Science (SPSS) version 27.0. The hypotheses were tested using multiple regression analysis. The results indicated a significant relationship between corporate entrepreneurship and human resources management practices on organisational performance. In addition, the results show that corporate entrepreneurship and human resources management practices positively impacted employee engagement. Employee engagement emerged to have a positive impact on organisational performance. Employee engagement mediates the relationship between corporate entrepreneurship and organisational performance. Additionally, employee engagement mediates the relationship between human resources management practices and organisational performance. The research broadens the knowledge base in corporate entrepreneurship, human resources management practices, employee engagement, and telecommunication's organisational performance. Policymakers and human resources practitioners, thus, may use this study as a reference point for adopting corporate entrepreneurship policies and human resources management practices strategies aimed at enhancing organisational performance in this unpredictable business environment. Lastly, a conceptual model was developed to link corporate entrepreneurship, human resources management practices, employee engagement, and organisational performance in the telecommunication sector of Zimbabwe.
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