THE EFFECTS OF HRM PRACTICES ON WORK ENGAGEMENT AND WORK-LIFE BALANCE: THE MEDIATING ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION AND THE MODERATING ROLE OF NEPOTISM

Globalisation, workforce diversity, technology and increasing competition bring effective HRM practices to the forefront and thereby, the strategic role of human resources that have been considered to be difficult to be imitated and substituted has been more pronounced today. This study aims to examine the effect of HRM practices on work engagement and work-life balance mediated by organizational justice perception. Besides, the moderating role of nepotism was investigated in the relationship between HRM practices and organizational justice perception. The study was conducted in a manufacturing organization operating in the aviation industry and the data was gathered longitudinally in two waves (time lag: 5 weeks) through 387 full-time employees during the period of January and February 2016. In the data collection process, such a procedure was adopted intentionally in order to reduce the common method variance as suggested by quantitative research and management organization scholarship. Research evidence points to the fact that HRM practices have a significant positive effect on work engagement and work-life balance. In addition, it was found that perceived organizational justice has a partial mediation role in the relationship between HRM practices and work-life balance. However, the mediating effect of organizational justice perception on the relationship between HRM practices and work engagement and the moderating role of nepotism were not determined