- Title
- Improving organisational effectiveness through employee engagement: a proposed framework
- Creator
- Mabasa, Jerry Mandla
- Subject
- Organisational effectiveness -- South Africa -- Nelson Mandela Bay Municipality
- Subject
- Employee motivation Organizational behavior Work environment -- Employees
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/40657
- Identifier
- vital:36207
- Description
- South African-based automotive industry firms have been largely characterised by fierce competition at the global level. In order to compete effectively, business leaders have to align business strategies and adopt the best practice approach to gain a competitive advantage among rivals. The majority of this practice requires a high level of employee buy-in to ensure effective, sustainable and successful implementation. Hence, employees become a key stakeholder for improving the organisational competitive advantage and the business leader must continuously find sustainable methods for engaging their employees in order to raise the effectiveness of the organisation. In view of these notions, this study was grounded in the social exchange theory. Against this background, the main objective of this study was to evaluate the levels of several Employee Engagement drivers, namely Positive Mood, Personal Vision, Compensation, Team and Co-worker Relationships, Organisational Support and Leadership and to investigate their influence on the levels of Employee Engagement and Organisational Effectiveness to businesses in the automotive industry in Nelson Mandela Bay, Eastern Cape. To evaluate the conceptual framework suggested by this study based on the literature review, an empirical assessment was performed amongst the employees of Nelson Mandela Bay‟s automotive sector manufacturers through the application of an electronically distributed questionnaire. The selection of the sample was performed using convenience sampling. A total of 135 usable questionnaires were returned with which to undertake the statistical analysis. The findings showed that the demographic variables investigated in this study had no influence on the way in which employees‟ perceived engagement in the workplace. In order to assess the validity of the dependent variables successfully, namely employee engagement and organisational effectiveness, inferential statistics were performed. Inferential statistics commenced by investigating the reliability of the empirical data. It was concluded that all variables returned Cronbach‟s alpha coefficients greater than 0.7, except for the Team and Co-Worker Relationships independent variable. Hence, sufficient evidence of reliability and validity for the items measuring the dependent and the independent variables was provided. The items intended to measure Team and Co-Worker Relationships did not load as expected and the variable was subsequently eliminated from further analysis, resulting in the revised conceptual framework. Correlation analysis revealed that none of the variables were strongly correlated. The subsequent multiple regression analyses revealed that only the Organisational Support variable investigated in this study had a significant positive influence on both the Employee Engagement and Organisational Effectiveness variables. On the other hand, Leadership only had a significant positive influence on Organisational Effectiveness, while positive emotions (measured by the Positive Mood and Personal Vision variables) had a significant positive influence on Employee Engagement. In addition, the results of this study showed that the Employee Engagement variable mediates the relationship between the Positive Mood, Personal Vision and Organisational Support and Organisational Effectiveness variables. However, it does not mediate the relationship between the Leadership and Organisational Effectiveness variables. Given the findings of this study, a number of recommendations are put forward to enhance the levels of Positive Mood, Personal Vision, Organisational Support and Leadership qualities among employees, and to ultimately enhance the levels of Employee engagement and Organisational Effectiveness.
- Format
- xiii, 175 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | JERRY M. MABASA.pdf | 3 MB | Adobe Acrobat PDF | View Details Download |