Disentangling the relation between HRM practices and individual job performance: the role of engagement and age diversity climate

Drawing on social exchange theory, this study proposes that engagement mediates the relationship between perceived human resource management (HRM) practices and two measures of individual performance, task performance and organisational citizenship behaviour, while perceived age diversity climate moderates the effect of HRM practices on engagement. The model was tested in a sample of 255 employees from the Italian branch of a multinational pharmaceutical company and analysed using structural equation modelling. In general, the findings of the study indicate that perceived HRM practices positively relate to employee engagement. Moreover, engagement fully mediates the link between HRM practices and both individual performance measures. In addition, age diversity climate moderates the HRM practices-engagement relationship.