Engaging People who Drive Execution and Organizational Performance
Ologbo C. Andrew and Saudah Sofian
DOI : 10.3844/ajebasp.2011.569.575
American Journal of Economics and Business Administration
Volume 3, Issue 3
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.
© 2011 Ologbo C. Andrew and Saudah Sofian. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.