Department of Management, College of Business Administration, King Faisal University, Al-Ahsa 31982, Saudi Arabia
The importance of organizational commitment and employee engagement in public and private organizations has been well-documented by previous researchers. Still, little research has been conducted to determine how these two variables behave in international organizations with a diverse workforce, different human resource practices, a complex organizational culture, and a unique organizational identity. Consequently, this study aims to investigate the function of employee engagement as a mediator between the High-Performance Work System (HPWS), perceived organizational identity, and organizational commitment. In addition, this study aims to investigate the moderating effect of organizational culture on the relationship between high-performance work systems, perceived organizational identity, and employee engagement. Data were obtained from 132 international organization employees and evaluated using structural equation modeling (SEM). This study found that employee engagement fully mediators the association between high-performance work systems (HPWS) and organizational commitment. In contrast, employee engagement partially mediates the relationship between perceived organizational identity and commitment. Lastly, corporate culture moderates the association between HPWS and employee engagement, but no moderating effects were observed between perceived organizational identity and employee engagement. Since HPWS are culturally sensitive, the findings of this study are essential for human resource managers and senior management of foreign firms to reconsider their HPWS to boost employee engagement and organizational commitment. This is the first study to analyze the relationship between the variables researched, as the relationship between these variables has never been studied in the context of international organizations.