Abstract
This study aims to investigate the influence of employee engagement strategies on organisational citizenship behaviour within the retailing banking industry. A survey design was used to realise the research objectives. The sample population was 180 employees of the retail banking sector in Amatole District. A self-designed questionnaire on employee engagement was used as a measuring instrument together with Gallup’s workplace audit questionnaire and Organisational Citizenship Behaviour Measure designed by Podsakoff and MacKenzie (1994). Stratified sampling was used to select respondents. Data was analysed with the SPSS version 19.0. The study identified the chain relationship between employee engagement strategies and organisational citizenship behaviours using the social exchange theory. Results showed that employee engagement leads to increased display of organisational citizenship behaviour by employees. In addition, employee engagement was found to be in itself a form of behavioural transformation, which had effects on the employee involved. . Identified engagement strategies include working conditions, home life balance and wellness among others. DOI: 10.5901/mjss.2014.v5n6p53
Highlights
The changing nature of work and the diversity of workforce are evoking fear to most employers
Focus have moved from a scientific view of employees which argues that a worker is motivated primarily by economic gain to a human resource approach which states that in addition to monetary rewards employees are motivated by certain social and psychological factors like full appreciation for work done, job security, recognition, working conditions and career advancement opportunities (Armstrong, 2006)
A self-designed questionnaire on employee engagement was used as a measuring instrument together with Gallup’s workplace audit questionnaire and Organisational Citizenship Behaviour Measure designed by Podsakoff and MacKenzie (1994)
Summary
The changing nature of work and the diversity of workforce are evoking fear to most employers. They fear for the loss of their talent employees to competitor organisations. Employers have implemented a number of strategies in the workplace in an effort to retain valuable employees through recognition as best workplaces by the same employees to be retained. The human resources approach emphasises on an organisation’s have long-term rewards through regarding employees as their biggest assets and investments that must be valued, managed and developed effectively. This can be best done through organisations implementing strategies meant to keep employees loyal and satisfied. One of the ways that organisations can do so is to ensure that employees are engaged through the use of different employee engagement strategies (Babb & Meyer, 2005)
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