Understanding the factors that influence employee engagement
- Authors: Dengana, Xolla Olwethu
- Date: 2021-04
- Subjects: Employee motivation , Employees -- Attitudes , Management -- Employee participation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51118 , vital:43210
- Description: Employee engagement is essential in elevating the possibility of any business success. This study investigated and sought to understand the influence of certain factors on employee engagement in a Fast-Moving Consumer Goods firm in Gauteng, South Africa. Employees play a crucial role in assisting any firm to deliver a service or product of high quality to the end users or customers. The existing literature suggests a correlation between engaged employees and commitment and staff turnover which has a direct impact on company performance. This study investigated some of the key factors that influence employee engagement with a focus on the impact of departmental culture, two-way communication, leadership, recognition, and training development. For the purposes of this study, the moderating variable was employee’s attitude which ultimately may influence the level of engagement that employees have. To answer the research questions, a quantitative approach was selected for the purposes of this research. This is more especially as quantitative research is ideal to find statistical relationships between variables and outcomes Quantitative research will therefore be used to determine the relationships between the variables under study. A convenience sampling method was chosen for this study. Research instruments adopted for the study were extracted from several articles which adopted similar constructs. These research instruments were then contextualised for the purposes of understanding the factors that influence employee engagement within an FMCG environment. The researcher ensured that all research instruments adopted for the study, were validated, and have a Cronbach-alpha score of more than 0.7 which is an ideal unit of measure for research-instruments internal consistency. The data collected was subjected to correlation and regression analysis to satisfy the objective of the study. Based on the results, suitable suggestions were given to which factors to focus on more which could influence employee engagement the most. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Dengana, Xolla Olwethu
- Date: 2021-04
- Subjects: Employee motivation , Employees -- Attitudes , Management -- Employee participation
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51118 , vital:43210
- Description: Employee engagement is essential in elevating the possibility of any business success. This study investigated and sought to understand the influence of certain factors on employee engagement in a Fast-Moving Consumer Goods firm in Gauteng, South Africa. Employees play a crucial role in assisting any firm to deliver a service or product of high quality to the end users or customers. The existing literature suggests a correlation between engaged employees and commitment and staff turnover which has a direct impact on company performance. This study investigated some of the key factors that influence employee engagement with a focus on the impact of departmental culture, two-way communication, leadership, recognition, and training development. For the purposes of this study, the moderating variable was employee’s attitude which ultimately may influence the level of engagement that employees have. To answer the research questions, a quantitative approach was selected for the purposes of this research. This is more especially as quantitative research is ideal to find statistical relationships between variables and outcomes Quantitative research will therefore be used to determine the relationships between the variables under study. A convenience sampling method was chosen for this study. Research instruments adopted for the study were extracted from several articles which adopted similar constructs. These research instruments were then contextualised for the purposes of understanding the factors that influence employee engagement within an FMCG environment. The researcher ensured that all research instruments adopted for the study, were validated, and have a Cronbach-alpha score of more than 0.7 which is an ideal unit of measure for research-instruments internal consistency. The data collected was subjected to correlation and regression analysis to satisfy the objective of the study. Based on the results, suitable suggestions were given to which factors to focus on more which could influence employee engagement the most. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
A critical analysis of organisational strategies for employee engagement
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
- Authors: Poisat, Paul
- Date: 2006
- Subjects: Employees -- Attitudes , Employee motivation , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9378 , http://hdl.handle.net/10948/466 , Employees -- Attitudes , Employee motivation , Personnel management
- Description: Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
- Full Text:
- Date Issued: 2006
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