Self-Efficacy and Work Engagement on the Relationship between Human Resource Management and Job Performance

HRMARS - Human Resource Management (HRM) practices have become increasingly important in enhancing employee performance, organizational sustainability, and competitive advantage, particularly in dynamic public sector environments. Organizations rely on HRM practices such as training and development, compensation, performance appraisal, career planning, and job rotation to improve employee productivity and organizational effectiveness. However, existing literature largely focuses on the direct relationship between HRM practices and employee performance while giving limited attention to the psychological mechanisms that explain this relationship. In particular, insufficient research has examined the mediating roles of self-efficacy and work engagement, especially within the UAE public sector context. Therefore, this review paper aims to examine how self-efficacy and work engagement mediate the relationship between HRM practices and employee job performance. The review findings indicate that effective HRM practices positively enhance employees’ confidence, engagement, adaptability, and overall performance outcomes. The paper contributes to HRM literature by integrating Social Exchange Theory, the Ability–Motivation–Opportunity framework, and the Job Demands–Resources model within a unified conceptual perspective. Future research should adopt longitudinal and comparative approaches to examine these relationships across different organizational and cultural contexts.