Engaging People who Drive Execution and Organizational Performance

Hossnia Hossnia

doi:10.3844/ajebasp.2011.569.575

Abstract

Problem statement: The construct of employee engagement had gained much reputation in recent years among reputable management and human resources consulting firms. Though there is an increasing contributions of few academic research on the construct of employee engagement yet there is a shortage of academic studies on the construct. This gap had made the construct an interesting area of research. Approach: The purpose of this study is to test a model of the drivers of employee engagement on two measures of employee engagement (job engagement and organization engagement) using the social exchange theory as a theoretical foundation.104 HR officers working at the Inland Revenue Board of Malaysia completed the survey. The survey included measures of the drivers of engagement as well the measures of job and organization engagements. The t-test and the multiple regressions were employed for data analysis. Results: This study is among the pioneering work to support a distinctive difference between job engagement and organization engagement and to evaluate an array of the drivers of job engagement and organization engagement. The study addresses concerns on how to provide a framework to enable organization engage their employees to drive execution. Conclusion: The findings of this study showed a significant difference between job engagement and organization; with co-employee support as a major driver that influence both measures of engagement.

Highlights

Organizations and businesses are currently facing dynamic changes in an increasingly worldwide marketplace which drives many organizations to compete for talented people, as well as to fully engage them, develop them, capture their minds and hearts at each level of their work lives so they can remain with the organizations
Based on the findings of many research works Gallup Organization, Towers Perrin HR Services, DDI, (Bates, 2004; Schaufeli et al, 2006; Saks, 2006), it is becoming obviously clear that employee engagement is a key business driver for organizational performance and success
Agarwal et al (2010) noted that employee engagement has become a critical organizational business issue as the world recovers from the menace of the recent economic recession

Summary

INTRODUCTION

Organizations and businesses are currently facing dynamic changes in an increasingly worldwide marketplace which drives many organizations to compete for talented people, as well as to fully engage them, develop them, capture their minds and hearts at each level of their work lives so they can remain with the organizations. Despite these acclaimed importance of employee engagement, many organizations with great strategy to attract talents, train and compensate them still have issues trying to engage them to drive execution. Concelman suggested that engagement drivers are the organization provides to the general public It is to a bigger degree the perceptions of the employees about of the questionnaire captured the respondent’s the organization’s products and services; a high- demography such as age, gender, work experience and level of employee engagement can be linked with high Position and was analyzed using the descriptive statistics. Wellins and Concelman Posited that employees who ascertain the variance of the two engagement measures while multiple regression analysis was employed to test the study hypotheses and to ascertain which among the drivers has the most significant relationship with employee engagement measures

RESULTS

DISCUSSION

Findings

CONCLUSION