Abraraw Chane (PhD)Yibeltal Hailu2024-02-272024-02-272022-07https://etd.aau.edu.et/handle/123456789/2031Employees are the most valuable resource of an organization and assessing the effect of selected HRM practices towards their effect on engagement make a difference to company performance. Hence, the primary reason of this learning about is, to look into the effect of chosen HRM practices (Recruitment and Selection, Training and Development, Reward Management and Performance Management) on Employees’ Engagement in The Motor and Engineering Company of Ethiopia (MOENCO). Explanatory research design have been used and quantitative data through primary source were collected from a sample collected of 86 employees using random sampling technique, and the statistics have been analyzed in descriptive and inferential analysis. A Structured questionnaires developed in form of a 5 factor Likert scale were used for data collection. Data have been amassed and analyzed by using package deal for social sciences (SPSS). Descriptive data for the respondents had been presented to apprehend the profile of respondents in MOENCO and the descriptive analysis had been presented on the variables of the study as well. The study also underlies the correlation between the selected HRM practices and Employees’ Engagement and found strong correlation between the variables. The study had also presented the regression model and identified coefficient of the variables to Employees’ Engagement. The study revealed the selected HRM practices had 53% factor to effect the dependent variable in MOENCO, i.e. Employees’ Engagement. In a nutshell, we can conclude that the independent variables, Recruitment and Selection, Training and Development, Reward Management and Performance Management had great effect on Employees’ Engagement in MOENCO. From the independent variables listed. Reward Management and Performance Management were more influential variables to affect Employees’ Engagement, accordingly, the researcher had recommended the company to review its reward and performance management practices and develop function which can entirely focus and address the major disengagement areas, by developing right structures and guidelines on these selected practices. So that, the ultimate purpose of the company can be met and a robust organizational performance can be achieved through engaged work force and helps MOENCO take advantage from the most invaluable asset of the company. Keywords: HRM Practices, Employees’ Engagement, Recruitment and Selection, Training and Development, Reward Management, Performance Managementen-USThesis