With the changes and transitions the world is currently going through which have various impacts on world economy, businesses, and future of work, keeping employees engaged, productive and ensuring their wellbeing are some of the challenges organizations face. Therefore, HR practices that are focused on employee engagement, their performance and well-being are crucial more than ever. But HR practices with high quality contents do not necessarily result in positive individual and organisational outcomes due to shortcomings in their implementation and such failures may backfire and worsen the situation for employees (Woodrow & Guest, 2014). This intended-implemented gap (Khilji & Wang, 2006; Piening et al., 2014) has resulted in the shift from content-focused to process-focused perspective in addressing the HRM black box which has brought the concepts of HRM implementation and its effectiveness to the fore (Katou et al., 2014; Sanders et al., 2014; Steffensen et al., 2019). Therefore, paying attention to implementing HR practices effectively is of quite importance especially in the context where employees identify less with their employers and the turnover rate is high.

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