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Engaging People who Drive Execution and Organizational Performance

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  • Ologbo C. Andrew
  • Saudah Sofian

Abstract

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.

Suggested Citation

  • Ologbo C. Andrew & Saudah Sofian, 2011. "Engaging People who Drive Execution and Organizational Performance," American Journal of Economics and Business Administration, Science Publications, vol. 3(3), pages 569-575, November.
    • Handle: RePEc:abk:jajeba:ajebasp.2011.569.575
    DOI: 10.3844/ajebasp.2011.569.575
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    References listed on IDEAS

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    1. Wilmar Schaufeli & Marisa Salanova & Vicente González-romá & Arnold Bakker, 2002. "The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach," Journal of Happiness Studies, Springer, vol. 3(1), pages 71-92, March.
    2. Choong Kwai Fatt & Edward Wong Sek Khin & Tioh Ngee Heng, 2010. "The Impact of Organizational Justice on Employee's Job Satisfaction: The Malaysian Companies Perspectives," American Journal of Economics and Business Administration, Science Publications, vol. 2(1), pages 56-63, March.
    3. Shiva Jahani & T. Ramayah & Azura Abdullah Effendi, 2011. "Is Reward System and Leadership Important in Knowledge Sharing Among Academics?," American Journal of Economics and Business Administration, Science Publications, vol. 3(1), pages 87-94, January.
    4. Raveesh Agarwal & Mona Chaudhary & Suryakant Dixit, 2010. "The Innovative Technique at Thomson," American Journal of Economics and Business Administration, Science Publications, vol. 2(2), pages 189-193, June.
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    Cited by:

    1. Safwat Adel El-Sharkawy & Muhammad Salah Nafea & Emad El-Din H. Hassan, 2023. "HRM and organizational learning in knowledge economy: investigating the impact of happiness at work (HAW) on organizational learning capability (OLC)," Future Business Journal, Springer, vol. 9(1), pages 1-16, December.
    2. Xuming Zhang & Lingli Qing & Shilong Wang & Dongphil Chun, 2023. "The Effect of Human Resource Director (HRD) Competency on the Performance of Exponential Organizations—Analysis of the Continuous Mediating Effect Based on Organizational Identity, Self-Efficacy, and ," Sustainability, MDPI, vol. 15(2), pages 1-23, January.
    3. Appiah Mavis Fosuaa & Ampofo Isaac Atta Junior, 2021. "The Effect Of Transformational Leadership Style On Employee Commitment: The Moderating Role Of Leader’S Emotional Intelligence," Social Values & Society (SVS), Zibeline International Publishing, vol. 3(1), pages 15-28, April.

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