Strategic Human Resource Management Practices and Sustainable Employee Performance: The Mediating Role of Employee Engagement and Organizational Resilience member of IKAPI Indonesia

Abstract

This study examines the relationship between Strategic Human Resource Management (SHRM) Practices and Sustainable Employee Performance, with particular emphasis on the mediating roles of Employee Engagement and Organizational Resilience. Drawing on the strategic and sustainable human resource management perspectives, the study proposes that strategically aligned HR practices can enhance employee performance not only directly but also by strengthening employees’ psychological engagement and organizational capacity to adapt to uncertainty and disruption. A quantitative explanatory research design is proposed using a structured questionnaire administered to employees in Indonesian organizations. The collected data are analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess the measurement model, structural relationships, and mediation effects. The proposed model evaluates the effects of SHRM Practices on Sustainable Employee Performance and examines whether Employee Engagement and Organizational Resilience transmit these effects. The study is expected to demonstrate that strategically integrated HR practices contribute positively to sustainable employee performance, while Employee Engagement provides a motivational mechanism and Organizational Resilience provides an adaptive mechanism. The findings are expected to contribute theoretically by integrating strategic HRM, employee engagement, resilience, and sustainable performance within a unified framework. Practically, the study provides implications for organizations seeking to develop HR systems that support employee capability, engagement, adaptability, and long-term performance in an increasingly dynamic business environment.