Widely held view is that HR practices should be bundled as there could be complementarities amongst them. However, HR practices have been bundled in literature at the macro level and not at the level of the employee which is behaviorally more important. This paper focusses on empirically extracting the bundles of HR practices as perceived by the employees and to predict the effect of these HR bundles on the attitude, specifically, work engagement, of employees. Analysis of data reveals four bundles of HR practices, viz., career enhancement and support, performance evaluation and compensation, HR flexibility and participative decision-making. Structural equation modeling shows that career enhancement and support, performance evaluation and compensation, and participative decision making bundle positively and significantly.