Job satisfaction, organisational commitment and work engagement in an insurance company

Abstract

Retaining talented employees and keeping them healthy and well are increasingly important challenges for organisations in the age of the knowledge worker. Organisations are interrogating aspects such as the reasons why some employees are more satisfied, committed and engaged to their organisations than others. Another question is: what should managers do to ensure employee wellness within their organisations? This study explores the relationship between job satisfaction, organisational commitment and work engagement. Spector’s (1997) Job Satisfaction Survey, Allen and Meyer’s (1990) Organisational Commitment Questionnaire and Schaufeli and Bakker’s (2004) Utrecht Work Engagement Scale were administered to a sample of 220 employees from a South African insurance company. The findings show mixed results with regard to significant correlations between job satisfaction, organisational commitment and work engagement. The majority of the findings suggest that there are significant correlations, of a large and medium effect, between scales, including a number of positive relationships of varying strength between job satisfaction, organisational commitment and selected components of work engagement. The findings could benefit organisations as they could contribute to a better understanding of what motivates their workers, particularly their levels of satisfaction, commitment and engagement, and what the combined effect of these might be on the retention and wellness of employees.

Work Satisfaction in Smes: A Comparative Study of Selected Countries in Central and Eastern Europe

“…This leads to a high level of employee satisfaction, thanks to which staff can become more involved in the company's activities, more motivated to work harder and more willing to work more efficiently, which can bring benefits to their enterprises in the long run. Thus, job satisfaction in SMEs has a direct and positive impact on internal entrepreneurship (Sehunoe et al, 2015).…”

“… Satisfaction with the amount of remuneration and the scale of growth  Satisfaction with additional benefits for employees, including awards  Satisfaction with personal development and social status  Satisfaction with social relations in the workplace (formal and informal)  Satisfaction with the applicable internal procedures "Socially interactive" model (Davis, 2004;Vladimirova, 2008;Viviers, et al, 2015;Maulabakhsh, 2015;Basma, Fais & Yeoh, 2017; Satisfaction as an impact of the social work environment:…”

“…Source: Own study based on: (Vroom, 1964;Vlosky, Aguilar, 2009;Lumley et al, 2011;Weiss, 2002;Davis, 2004;Jun et al, 2006;Vladimirova, 2008;Raziq, Maulabakhsh, 2015;Viviers et al, 2015, Basma et al, 2017.…”

“…In turn, personal factors involve workers' individual characteristics that a company has no influence on. These include individual properties, such as age, gender, race, intelligence, use of skills and professional experience at work (Schultz and Schultz, 2008). For SMEs, the importance of a working environment in which employees are part of the overall decision-making process becomes particularly important.…”