The impact of corporate entrepreneurship and human resources management practices on organisational performances: the mediating role of employee engagement

Abstract

Corporate entrepreneurship positively impacts organisational growth and profitability by offering a competitive edge over innovation-driven technology advancements and a tumultuous global marketplace. As developing countries become more involved in international competition, the significance of human resources as a source of high organisational performance has become apparent. Combining corporate entrepreneurship activities and human resource management practices is vital for enhancing organisational performance. There has been increasing research on corporate entrepreneurship, however, research is scarceonthe influence of corporate entrepreneurship, human resources management, and employee engagement on the organisational performance of telecommunication organisations, particularly, in Zimbabwe. This study's purpose was to investigate the impact of corporate entrepreneurship and human resources management practices on organisational performance through the mediating role of employee engagement. This research followed a positivist research paradigm. Four hundred (400) employees in the telecommunication industry were selected using a stratified sampling method and an online questionnaire was utilised to gather data. Descriptive and inferential statistical techniques were employed to analyse data using Statistical Packages for Social Science (SPSS) version 27.0. The hypotheses were tested using multi-regression analysis. The results indicated asignificant relationship between corporate entrepreneurship and human resources management practices on organisational performance. In addition, the results showed that corporate entrepreneurship and human resources management practices, positively impacted employee engagement. Employee engagement emerged to have a positive impact on organisational performance. Employee engagement mediates the relationships between corporate entrepreneurship and organisational performance. Additionally, employee engagement mediates the relationships between human resources management practices and organisational performance. Theresearch broadens the knowledge base in corporate entrepreneurship, human resources management practices, employee engagement, and telecommunication's organisational performance. Policymakers and human resources practitioners, thus, may use this study as a reference point for adopting corporate entrepreneurship policies and human resources management practices strategies aimed at enhancing organisational performance in this unpredictable business environment. Lastly, a conceptual model was developed to link corporate entrepreneurship, human resources management practices, employee engagement, and organisational performance in the telecommunication sector of Zimbabwe.