A research model investigating the direct effect of HRM practices on job performance (in-role and extra-role) and intent to stay, the indirect effect via work engagement, and how individual personality attributes such as perceptions of procedural justice and work-life balance moderate the process was developed and tested. We tested hypotheses H1 through H3 using hierarchical multiple regression analysis; and H4 through H7 moderated mediation model was estimated using PROCESS-macro. All hypothesised relationships were supported except 5b and 7c. Specifically, the results suggest that HRM practices were positively related to job performance (in-role and extra-role), intent to stay, and work engagement. Similarly, work engagement was positively related to job performance and intent to stay. In addition, procedural justice and work-life balance moderate the direct relationship between HRM practices, job performance (in- and extra-role), and intent to stay. Finally, results showed that satisfaction by HRM practices in conjunction with employee perception of fairness results in a higher level of work engagement that contributes to high in-role performance and intention to stay. Similarly, work-life balance moderates the indirect relationship between HRM practices and job performance (in- and extra-role). Implications of the results are discussed, and directions for future research are offered.