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Performance Management and Employee Engagement in Public Institutions: A Developing Country Perspective

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  • Benjamin Otchere-Ankrah

Abstract

The need to have the right talents and be engaged in driving the organization’s vision is riper than ever. Given the importance of having engaged employees, this study examines how employee engagement affects performance and what drives employee engagement in public sector organisations. To answer these questions, a quantitative research approach was adopted. In all, 156 employees of PLTD participated. The results show a significant relationship between employee engagement at work and employee performance at PLTD. This means that the more employees are engaged with their work, the more they perform well on the job. This implies that productivity increases when organizations motivate their employees to be highly engaged in their work. This result implies that the more engaged employees are, the better their contribution to organizational success. These results have implications for theory and practice.

Suggested Citation

  • Benjamin Otchere-Ankrah, 2022. "Performance Management and Employee Engagement in Public Institutions: A Developing Country Perspective," International Journal of Human Resource Studies, Macrothink Institute, vol. 12(1), pages 112122-1121, December.
    • Handle: RePEc:mth:ijhr88:v:12:y:2022:i:1:p:112-122
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    References listed on IDEAS

    as
    1. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    2. Saks, Alan M. & Gruman, Jamie A., 2011. "Manage Employee Engagement to Manage Performance," Industrial and Organizational Psychology, Cambridge University Press, vol. 4(2), pages 204-207, June.
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    More about this item

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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