Abstract
HR practices is an essential component of Corporate Governance and includes the internal oversight and management of an organization’s HR strategy, programs, practices, and outcomes, through clearly defined roles, responsibilities, and accountabilities both down and across the enterprise. It implies existence and adoption of CSR practices by the employees in the organization. Though every organization has a HR business model oriented towards management and measurement of HR function; it is not essential that employees are considered as an essential building block for effective CSR and governance. The structure of CSR perceptions is not established; concerns embedded in corporate governance should include interpersonal treatment and/or policies and practices that also drive employee engagement as one of the outcomes. In view of these it is pertinent to identify the antecedents of good governance and CSR. Good governance tends to influence employees’ behavior only if they are aware of the practices intended by the organization. The diffusion of these practices and subsequent adoption by the employees is influenced by many factors, social as well as psychological. Knowing about past practices and communicating them inside the corporation influences employees’ perceptionsEmployees who are unaware may be unsupportive of these practices as adoption of these is an individual phenomenon. Conversely, employees who are aware and engaged encourage the adoption of and are more likely to be influenced by these actions. For this organizations need to ensure that contemporary HR governance is formally embedded in existing structures and practices, and there is proper implementation of effective internal HR governance framework and strategies that reflect relevant industry economics, desired culture, workforce dynamics, and leadership preferences. In the existing economic climate, management is forcing employees with additional pressures for ensuring compliance as per the government mandate this may result in disengaged employee with increased absenteeism, attrition and organization fails to retain engaged employees. To resolve this issue, employee engagement should be one of the HR strategies and managers must not regard it as HR fad and pay lip service to its value, rather for the management and effective implementation of engagement strategy a right climate and culture in the organization should be established. In the study undertaken employee is the unit of analysis. The study is empirical; the purpose is to identify the linkages between HR Governance, Employee perception and Employee engagement. The mediating role of employees is the dominant theme of the research.
Keywords: Employee, HR, Governance, Perception, Engagement, Factors
