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Predicting Employee Work Engagement Levels, Determinants and Performance Outcome: Empirical Validation in the Context of an Information Technology Organization

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  • Tejaswi Bhuvanaiah
  • R.P. Raya

Abstract

Extensive research has been devoted to examining the predictability of various determinant factors of work engagement (WE). One of the significant conclusions from this research suggests that employee expectations of the job and their feeling of fulfilment at work determine the nature of engagement initiatives. Hence, there is a need to understand the employees’ work context. This context may also include intra- and inter-group relationships within the workplace setting. This research attempts to explain the nature and extent of WE by examining the variability in engagement levels of employees working in an information technology (IT) organization augmented with a framework tested using structural equation modelling (SEM). A sample comprising 100 responses was collected using multistage sampling method. The results show that on an average, employees are moderately engaged at work. Organizational culture (OC) acts as a significant determinant of transformational leadership (TL) and WE. Further, TL resulted in a positive significant effect on job performance (JP), while an engaged employee is likely going to be a high-performing employee in the organization.

Suggested Citation

  • Tejaswi Bhuvanaiah & R.P. Raya, 2016. "Predicting Employee Work Engagement Levels, Determinants and Performance Outcome: Empirical Validation in the Context of an Information Technology Organization," Global Business Review, International Management Institute, vol. 17(4), pages 934-951, August.
    • Handle: RePEc:sae:globus:v:17:y:2016:i:4:p:934-951
    DOI: 10.1177/0972150916645696
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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. 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.
    3. Mathew, Jossy & Ogbonna, Emmanuel & Harris, Lloyd C., 2012. "Culture, employee work outcomes and performance: An empirical analysis of Indian software firms," Journal of World Business, Elsevier, vol. 47(2), pages 194-203.
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