International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies


:: International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies

ISSN 2228-9860
eISSN 1906-9642


Vol.13(2) (2022)

  • How Sustainable Human Resource Management Practices Can Increase Intention to Stay Through Organisational Justice and Employee Engagement

    Shatha Mahfouz (Faculty of Business and Management, University Sultan Zainal Abidin, Terengganu, MALAYSIA),
    Mutia Sobihah Abd Halim (Faculty of Business and Management, University Sultan Zainal Abidin, Terengganu, MALAYSIA),
    Ayu Suriawaty Bahkia (Indah Water Konsortium Sdn. Bhd., Kuala Lumpur, MALAYSIA),
    Noryati Alias (Faculty of Education, Languages & Psychology, SEGI University, MALAYSIA).

    Disciplinary: Management (Sustainable Human Resources Management Practices, Employee Retention, Organisational Behaviour, Regulations).

    ➤ FullText

    doi: 10.14456/ITJEMAST.2022.34

    Keywords: Intention to stay; Organisational justice; Employee engagement; Construction workforce; Construction engineer; Employee retention; Civil engineer; Sustainable HRM practices; Malaysia; Construction management; Construction project engineer.

    Employee retention has become pivotal, specifically in the wake of crises, in positively impacting organisational sustainability (Rouse, 2021). Conversely, the losses of competent and highly-experienced workers influence overall company productivity. Sustainable human resource management (HRM) practices enable employees to engage in conducive working environments and strengthen their intention to stay. This study aims to explore the mediating role of organisational justice and employee engagement in the sustainable HRM practice-intention to stay in correlation with 540 engineers employed in Malaysian construction projects. Three primary outcomes were subsequently attained: (i) organisational justice mediated between sustainable HRM practices and employee engagement; (ii) employee engagement mediated between organisational justice and intention to stay; (iii) organisational justice and employee engagement mediated between sustainable HRM practices and intention to stay. In reinforcing the positive correlation between both constructs, employees would be more willing to remain by implementing sustainable HRM practices and perceived organisational justice. This study elaborates on sustainable HRM practical interventions and future research recommendations.

    Paper ID: 13A2M

    Cite this article:

    Mahfouz, S., Halim, M. S. A., Bahkia, A. S., and Alias, N. (2022). How Sustainable Human Resource Management Practices Can Increase Intention to Stay Through Organisational Justice and Employee Engagement. International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies, 13(2), 13A2M, 1-19. http://TUENGR.COM/V13/13A2M.pdf DOI: 10.14456/ITJEMAST.2022.34


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