A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance

Syeda Nazneen Waseem,Kashif Mehmood

doi:10.21621/sajms.2019132.05

Abstract

A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance

Highlights

In this contemporary world across globe especially after the start of 21st century, organizational structures are evolving rapidly but the transformation in the workforce is observed due to due to demographic shifts (Waseem, Frooghi, & Khan, 2016) and workforce diversity (Yadav & Katiyar, 2017)
This study has significant implications for theory and management practices as it had promoted the research on EE by including its possible antecedents and consequences, clearly conceptualizing the term; can have important influences on the managers of the organizations while decision making on EE strategies
Bailey (2017) in a meta analyses has identified that many different job resources have been studied along with engagement, which includes support from supervisor, peer support, feedback, autonomy and others

Summary

Introduction

In this contemporary world across globe especially after the start of 21st century, organizational structures are evolving rapidly but the transformation in the workforce is observed due to due to demographic shifts (Waseem, Frooghi, & Khan, 2016) and workforce diversity (Yadav & Katiyar, 2017). Employee engagement because of its significance has received increased attention of researchers’ in academic, business practitioners, and at governmental level (Yalabik, Popaitoon, Chowne, & Rayton, 2013; Waseem et al, 2016) This highlights the importance and responsibility of employing enterprises to provide a supportive culture to their employees where they can remain committed and highly engaged with their jobs (Storm & Rothmann, 2003; Bailey, Madden, Alfes, & Fletcher, 2017). The construct of employee engagement is not new but is definitely is the one that required clarification vis-a-vis other work related existing constructs (Macey & Schneider, 2008; Hallberg & Schaufeli, 2006) and its theoretical conceptualizations (Shuck & Wollard, 2010) It is more than 25 years since Kahn wrote first time about ‘personal engagement’ with work, discussing if the employees opt to invest and engross themselves fully and authentically in their working roles. Performance management helps employers to direct and focus their employees’ efforts but sometimes even currently highly engaged employees, can experience burnout (Waseem et al, 2016; Mone & London, 2018)

Literature Review

Methodology

Common Method Variance

Discussion and Managerial

Findings

Limitations and Future