An investigation into the relationship between employee value proposition and work engagement
- Authors: Vosloo, Petro
- Date: 2015
- Subjects: Management -- Employee participation , Bonuses (Employee fringe benefits)
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/4277 , vital:20579
- Description: The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence suggested a statistically significant relationship between work engagement and EVP. There was no evidence to suggest that in the relationship between work engagement and EVP, intrinsic components of EVP affect work engagement more than extrinsic rewards. It was however suggested that although the extrinsic rewards component of EVP are important in attracting and retaining employees, rewards had no correlation with work engagement. Implications of the findings suggest that rewards might be important when attracting and retaining employees to a company. However, in order to develop levels of work engagement rewards play no significant role. Companies should invest in enhancing the intrinsic components of their EVP to such an extent that it contributes to levels of work engagement.
- Full Text:
- Date Issued: 2015
- Authors: Vosloo, Petro
- Date: 2015
- Subjects: Management -- Employee participation , Bonuses (Employee fringe benefits)
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/4277 , vital:20579
- Description: The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence suggested a statistically significant relationship between work engagement and EVP. There was no evidence to suggest that in the relationship between work engagement and EVP, intrinsic components of EVP affect work engagement more than extrinsic rewards. It was however suggested that although the extrinsic rewards component of EVP are important in attracting and retaining employees, rewards had no correlation with work engagement. Implications of the findings suggest that rewards might be important when attracting and retaining employees to a company. However, in order to develop levels of work engagement rewards play no significant role. Companies should invest in enhancing the intrinsic components of their EVP to such an extent that it contributes to levels of work engagement.
- Full Text:
- Date Issued: 2015
Factors influencing employee engagement during change
- Kubheka, Praise-God Ntandokayise Mandla
- Authors: Kubheka, Praise-God Ntandokayise Mandla
- Date: 2015
- Subjects: Management -- Employee participation , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3135 , vital:20402
- Description: A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).
- Full Text:
- Date Issued: 2015
- Authors: Kubheka, Praise-God Ntandokayise Mandla
- Date: 2015
- Subjects: Management -- Employee participation , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3135 , vital:20402
- Description: A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).
- Full Text:
- Date Issued: 2015
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