An Examination of the Impact of Human Resource Management Interventions on Employee Engagement in a Non-profit Organisation in Ireland

This paper seeks to examine the impact of HRM interventions on employee engagement in a non-profit organisation in Ireland. This is achieved through a longitudinal study where results from an employee engagement survey conducted in 2013 are compared to results from the same study repeated in 2015, following the implementation of a set of HRM interventions in 2014. Six contributory factors of employee engagement emerged from the literature review; Communication, Training, Reward, Social, Management and Leadership, these were used as a framework for this study. A quantitative methodology and analysis revealed that of the six scales, there was an increase in employee engagement in two; training and management. Of the nineteen interventions introduced, fourteen were deemed positive by all respondents. There were five interventions that indicated a differential in perception between manager and non-managers, while the other fourteen did not show any difference. Finally, in the test of overall employee engagement there was no statistically significant difference between 2013 and 2015