Zoom in on the levels of employee engagement, perception, satisfaction; employee roles influenced – health care sample study

M Bharath,V Sreedevi

doi:10.1108/xjm-07-2020-0046

Abstract

Purpose The paper aims to considering quality that comes from quality employees taking discretionary efforts, having right perception towards quality, getting satisfied from their contribution. Exploring the relationship of engagement, perception and satisfaction, and mapping the levels and identifying managerial implications for improving the levels. Design/methodology/approach William Kahn’s employee engagement dimensions, Parasuraman and Zeithaml’s quality dimensions and Harter et al.’s satisfaction dimensions applied and variables framed in health-care context, tested and applied. Survey data collected from randomly selected medical and non-medical employees from south Indian state Tamil Nadu health-care organizations, using structured questionnaire. Findings Age, experience and roles of the respondents in work have a significant association with the levels. It explores a significant positive relationship of perception, engagement and satisfaction. The study explores an average 28% of employees have high level of engagement, perception (18%) and satisfaction (22%), and the rest fall under moderate and low levels. The roles of the respondents significantly predict the levels. Originality/value The study focuses on engagement, perception and satisfaction of employees, not of patients. It registered the responses of trained physicians, nurses and administrative staff. It illustrates human resource strategic importance to improve the levels concerning quality measures.

Highlights

Employee engagement is a psychological condition expressed when employees closely associated with work and organization physically, cognitively and emotionally
The study explores an average 28% of employees have high level of engagement, perception (18%) and satisfaction (22%), and the rest fall under moderate and low levels
Analyzing the relationship of the role of health-care respondents play in work with the levels of engagement, perception and satisfaction

Summary

Introduction

Employee engagement is a psychological condition expressed when employees closely associated with work and organization physically, cognitively and emotionally. William Kahn (1990) defines employees are harnessing themselves their self into the roles they play to achieve the goals They associate their self into the role performance that underlines the researchers’ view as effort (Hackman, and Oldham, 1980), involvement (Lawler and Hall, 1970), mindfulness and intrinsic motivation. Kahn (1990) defines disengagement a simultaneous withdrawal and defense of a person’s preferred self in behaviors that promotes a lack of connectedness, physical, cognitive and emotional absence and passive, incomplete role performances This kind of unemployment of the self underlies task behaviors researchers view as burned out (Maslach, 1982), being detached and effortless (Hackman and Oldham, 1980; Agung Nugroho Adi, 2015). It means uncoupling self from role; people’s behaviors display an evacuation or suppression of their expressive and energetic selves in discharging role obligations

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