Human Resource Development Practices and their Impact on Employee Performance: Evidence from BHEL, Bhopal

Abstract

Human Resource Development (HRD) practices play a vital role in enhancing employees' knowledge, skills, motivation, and overall performance, thereby contributing to organizational effectiveness. This study examined the impact of HRD practices on employee performance, with employee engagement as a mediating variable, among employees of BHEL Bhopal. A descriptive and analytical research design was adopted, and primary data were collected from 445 employees using a structured five-point Likert scale questionnaire. The data were analyzed using IBM SPSS Statistics Version 26 through descriptive statistics, Cronbach's Alpha, Principal Component Analysis (PCA), regression analysis, MANOVA, and Hayes' PROCESS Macro (Model 4). The findings indicated positive employee perceptions of HRD practices, employee engagement, and employee performance. The research instrument demonstrated satisfactory reliability (Cronbach's Alpha = 0.772). Regression analysis confirmed a significant positive effect of HRD practices on employee performance (R² = 0.942), while PCA identified three major HRD dimensions. MANOVA revealed no significant demographic differences, and mediation analysis confirmed that employee engagement partially mediates the relationship between HRD practices and employee performance.