HIGH-INVOLVEMENT WORK PRACTICES AND STRATEGIC HR DEVELOPMENT: PSYCHOLOGICAL EMPOWERMENT AS A PATHWAY TO GOVERNMENT EMPLOYEE PERFORMANCE
DOI:
https://doi.org/10.61912/jeinsa.v5i2.529Keywords:
High-Involvement Work Practices, Strategic HR Development, Psychological Empowerment, Employee PerformanceAbstract
This study examines the effects of High-Involvement Work Practices (HIWP) and Strategic HR Development (SHRD) on government employee performance through psychological empowerment at the South Sulawesi Provincial Civil Service Police Unit. The model integrates two human resource management pathways: employee involvement in work processes and strategically aligned human resource development. Partial Least Squares Structural Equation Modeling was applied to an analytical tabulation of 140 observations and 22 indicators. Pre-validation results show that all indicators have outer loadings between 0.851 and 0.931, all constructs satisfy reliability and convergent validity requirements, and discriminant validity is supported by the Fornell-Larcker criterion and cross-loadings. HIWP and SHRD have positive and significant effects on psychological empowerment and employee performance, while psychological empowerment positively affects performance. Both indirect effects through psychological empowerment are positive and significant. The R² values are 0.420 for psychological empowerment and 0.599 for employee performance, while SRMR is 0.040 and NFI is 0.922. The model indicates that involvement-oriented work practices and strategically aligned development operate through a complementary psychological mechanism in explaining performance.
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