Human Resource Development Practices and Transformational Leadership on Employee Engagement: The Mediating Role of Organizational Commitment among Members of the West Sumatra Provincial DPRD

Sutrisno Sutrisno, Zaitul Zaitul, Akmal Akmal

Abstract


This study examines how human resource development (HRD) practices and transformational leadership affect employee engagement through organizational commitment among members of the West Sumatra Provincial Regional House of Representatives (DPRD). A quantitative survey used purposive sampling; 50 usable questionnaires were analysed using PLS-SEM. HRD practices did not significantly affect organizational commitment (β = -0.048; p = 0.769), whereas transformational leadership had a positive effect (β = 0.408; p = 0.009). HRD practices positively affected employee engagement (β = 0.396; p = 0.001), while transformational leadership did not (β = 0.107; p = 0.398). Organizational commitment positively affected engagement (β = 0.330; p = 0.005). Commitment mediated the HRD–engagement relationship at the 10% level (β = 0.135; p = 0.070), but did not mediate the transformational leadership–engagement relationship. The model explained 38.5% of employee engagement and 15.0% of organizational commitment. The results emphasize targeted capability development and commitment-building leadership in legislative institutions.

Keywords


Human resource development, Transformational leadership, Organizational commitment, Employee engagement, PLS-SEM.

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DOI: https://doi.org/10.17509/ijdb.v6i2.106738

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