Drawing on the social exchange theory (SET), this paper aims to theorize and empirically examine a model that investigates the underlying mechanism through which high-performance work practices (HPWPs) influence Generation Y employee engagement (EE) and how this engagement subsequently affects two critical organizational outcomes: turnover intention (TI) and innovative behavior (IB).
The data for the study are from 404 Gen Y frontline service employees from 3- to 5-star Indian hotels and examined using structural equation modeling.
The findings indicate that HPWPs are the key drivers of Gen Y EE at work. EE, in turn, has a negative impact on employee TI. Also, EE results in IB of FLSEs in the Indian hospitality industry.
The present research is one of the few attempts to study how HPWPs can engage the Gen Y cohort in the workplace, especially in a developing country (i.e. India). It also bridges key theoretical frameworks (SET, job demands-resources and self-determination theory) to explain the psychological mechanisms linking HPWPs with EE and downstream outcomes.
