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

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.

Occupational stress and engagement in primary health care workers

“…According to the literature, engagement is a phenomenon that is related to the group that the worker belongs to and is influenced by individual, organizational and work-specific characteristics (36)(37) . This study evidences these affirmations when it finds differences between the levels of engagement according to sociodemographic and professional characteristics, such as the lower scores between the control agents of endemics, younger and single professionals.…”

“…As engagement is directly related to work performance, stimulating individual and collective engagement can reduce occupational stress and increase the involvement of professionals in the work, providing well-being of the teams, improving the quality of the service provided to the users and increasing the resoluteness. However, this is not an easy task, since the work environment is surrounded by positive and negative forces, which influence the engagement levels of professionals (37) .…”

T4 MAP™: Imagine Mapping the Invisible

“…The value of high levels of engagement has been amply discussed, as has the connection of engagement to organizational competitiveness (Eldor & Harpaz, ; Griffin, Neal, & Parker, ). Much research has been devoted to understanding what creates employee engagement, and more is being done to understand the factors that get in the way (Bhuvanaiah & Raya, ). Eldor and Harpaz () demonstrated a “strong, positive, and significant (r = 0.52, p = 0.001)” (p. 222) relationship between engagement and the perceived learning climate.…”

Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement

“…For a profession like architecture, where interaction with clients is high, this becomes very important. This is because although engaged employees are not necessarily workaholics, they are happy and productive, since they find their work intriguing and challenging (Bhuvanaiah and Raya 2016). In line with this, engaged employees are seen as resources that give organizations competitive edge (Shuck and Rose 2013).…”

“…Engaged employees are said to take the initiative to change the way they go about their work (Bakker 2011). This discretionary effort requires a sense of autonomy, which results from decision-making authority (Bhuvanaiah and Raya 2016).…”