Advanced International Journal for Research

E-ISSN: 3048-7641   •   Impact Factor: 9.11

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Volume 7 Issue 6
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Innovative Human Resource Management Practices and Job Efficiency in Higher Education Institutions of Hainan Province, China: The Moderating Role of Employee Engagement

Author(s) Liu Chao, Syriac Nellikunnel Devasia
Country Malaysia
Abstract The rapid transformation of higher education in China, particularly within reform-oriented regions such as Hainan Province, has intensified the need for higher education institutions (HEIs) to improve the job efficiency of academic staff. Although innovative Human Resource Management (HRM) practices have been widely recognised as important drivers of employee performance, existing research has largely focused on traditional performance outcomes and institutions in developed or elite contexts. Limited attention has been given to job efficiency as a distinct organisational outcome, particularly within emerging higher education environments. In addition, the role of employee engagement as a mechanism that strengthens the effectiveness of HRM practices remains insufficiently explored. This study examined the effects of Talent Management Practices (TMP), Employee Development Programs (EDP), and Performance Appraisal Systems (PAS) on job efficiency among academic staff in HEIs in Hainan Province, China. It further investigated whether employee engagement strengthened the relationships between these HRM practices and job efficiency. Drawing upon the Job Demands–Resources (JD-R) Model, Human Capital Theory, and Organizational Support Theory, a quantitative research design was adopted. Data were collected from 484 academic staff members across selected public and private HEIs and analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings revealed that talent management practices, employee development programs, and performance appraisal systems positively influenced job efficiency, with talent management and employee development emerging as the strongest predictors. Employee engagement significantly strengthened the relationships between HRM practices and job efficiency, indicating that engaged employees are better able to leverage organisational resources to achieve higher levels of work effectiveness. This study advances HRM literature by demonstrating that innovative HRM practices not only enhance employee performance but also directly improve job efficiency, a critical yet underexplored dimension in reform-oriented HEIs. Furthermore, it establishes employee engagement as a key moderating mechanism that enhances the effectiveness of HRM practices. The findings extend the applicability of established HRM theories to emerging higher education contexts and provide actionable guidance for HEI leaders and policymakers seeking to strengthen faculty productivity, workforce effectiveness, and institutional competitiveness through integrated HRM strategies. The study is limited by its cross-sectional design and focus on academic staff within a single province, which may restrict the generalisability of the findings to other educational and cultural contexts.
Keywords Talent management practices, employee development programmes, performance appraisal systems, employee engagement, job efficiency, Innovative human resource management
Field Business Administration
Published In Volume 7, Issue 6, November-December 2026
Published On 2026-11-05
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E-ISSN 3048-7641
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