The Effects of Strategic Human Resource Management and Employee Engagement on Employee Performance in MSME Businesses in Nonthaburi Province
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Abstract
This article aimed to 1) examine the levels of employees’ perceptions regarding strategic human resource management, employee engagement, and employee performance within MSME businesses in Nonthaburi Province; and 2) analyze the influence of strategic human resource management and employee engagement on employee performance in MSME businesses in Nonthaburi Province. This research adopted a quantitative approach, grounded in theoretical frameworks of strategic human resource management, employee engagement, and employee performance. The sample consisted of 398 employees working in MSME businesses in Nonthaburi Province, selected using stratified random sampling based on business type, combined with simple random sampling. The research instrument was a structured questionnaire validated for content validity and reliability. Data were analyzed using descriptive statistics, including mean (M) and standard deviation (SD), and inferential statistics through multiple regression analysis.
Findings revealed that the overall level of employees’ perceptions was high. Specifically, employee engagement and employee performance were rated at high levels, while strategic human resource management was at a moderate level. Furthermore, both strategic human resource management and employee engagement exerted a statistically significant positive influence on employee performance, jointly explaining 84.5% of the variance.
These findings suggest that, for MSME businesses to achieve sustainable employee performance, it is essential to effectively integrate strategic human resource management with the promotion of employee engagement, as focusing on only one of these dimensions is insufficient for enhancing organizational performance in the long term.
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References
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