Mediation effect of Personal Attitude in the relationship between HR Practices and Employee Empowerment of differently abled employees in various sectors of Coimbatore District

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Ms. N. Jayagowri, Dr. J. Arthi


Good HR practices and policies are instrumental in achieving organizational goals and objectives. Practice dealing with enhancement, commitment, competencies, and involving specially challenged work-force is always a challenge to the HR team. The unique practices can take the form of a particular procedure or activity that establishes a new norm and set of modern norms, or simply deliver a new manner of doing things that HR expects from the special workforce, paving the way for adequate training, implementation, and reward payout.

This study aims to analyze the Mediation effect of personal attitude in relationship between Human Resource Practices and Employee Empowerment of differently abled employees in various sectors, from Coimbatore district Tamil Nadu. A conceptual model test was validated, and the findings were calculated using Structural Equation Modeling, with Personal Attitude as the mediating variable, Human Resource Practices as the independent variables, and Employee Empowerment as the dependent variable among the differently abled employees. To collect primary data, a structured questionnaire with 37 variables (Cronbach Alpha 0.949) was given to a random sample of 200 employees from various public and private limited organizations in the Coimbatore district.

The secondary data that was required was properly utilised. The HR Practices include Recruitment & Selection (RS) Training & development (TD) Performance appraisal (PA) Career planning and development   (CPD) Counseling Program (COU) Team work (TW) Rewards (RE) Grievance Redressal Mechanism (GRI). Employee Engagement (EE) consists of five sub dimensions, Role clarity (RC), Motivation and Morale (MOT), Relationship Between, Superior & Subordinate (REL) , Power to Make Decisions (POW) , Adaptability to Change (ADA).  Employee Attitude consist of three sub division based on a measurement scale from very highly satisfied to low: (SAT) Satisfactory, not favorable attitude, (CAR) Caring attitude, (EN) Enabling, Favorable attitude.

The RMSEA fit statistics exhibits the best fit model at 0.061. The path diagram confirms the mediating nature of Employee Attitude. This attitude leads to Employee Empowerment in the workplace, which leads to improved performance. The conclusions and findings were used to generate relevant implications for future improvement.

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