Documente Academic
Documente Profesional
Documente Cultură
&
Development,
Discretionary
Effort,
I INTRODUCTION
Employee engagement is psychological involvement in the working place. It takes a
major role to obtain the objectives in time Warren (1990). Employee engagement can be
measured by the extent to which employees put discretionary effort into their work, in the
form of extra time, brainpower and energy Towers and Perrin (2003). Employee engagement
defines that it is a measurable degree of an employees positive and negative emotional
attachment to their colleagues, job and organization that profoundly influences their willingness
to learn and perform at work Scarlett (1993). Employee engagement can be achieved through
the organisational environment and culture and whereas positive emotions such as involvement,
acknowledgment and congratulate are promoted, resulting in improved organisational
performance and better turnover (Robinson, 2006).
II STUDY VARIABLES
1. DEMOGRAPHIC VARIABLE
Age
Gender
Marital Status
Monthly Income
Employment level
Years of experience
2. INDIVIDUAL VARIABLE
Job
Psychological Feeling towards Job
Growth & Development
Discretionary Efforts
Role Clarity
Personal Attachment
Emotional Energy
Learning Behaviour
Person-Organisation
3. EMPLOYEE ENGAGEMENT (Gallup 12 Q)
Expectations
Materials and equipment
Opportunity to do what I do best
Recognition for good work
Someone at work cares about me
Encourages my development
Opinions count
Mission/Purpose
Associates committed to quality
Best friend
Progress
Learn & grow
.4. OUTCOME
Career Satisfaction
Retention
III CONCEPTUAL FRAME WORK
Demograp
hic
Variables
Individual Variables
Job
Psychological
Feeling towards Job
Growth &
Development
Discretionary
Efforts
Role Clarity
Personal
Attachment
Emotional Energy
Learning Behaviour
PersonIIIOrganisation
STATEMENT OF THE
fit PROBLEM
Career
Satisfaction
Employee
Engageme
nt
Retention
Man power planning takes a major role in public sector especially service sector. Postal
employees were chosen to study their engagement level in different dimension. Though the lot
of resources and facilities are available in the Postal departments, how they are making use of
resources especially in rural areas? Henceforth, the researchers have chosen employees of postal
departments from rural areas of Thanajvur viz., (Thiruvaiyaru, Ayyampet, Papanasam &
Vallam). Employee engagement facilitates the organisation towards employees performance
and their speedy services in a better manner. If the Postal departments want to build a good
position in the competitive era, it is inevitable to enhance worthy employee engagement
strategies. This also meets out the competitions of private parties like courier services.
IV OBJECTIVES OF THE RESEARCH
To study the association between demographic variables of respondents and employee
engagement
To understand the variation between the individual factors and employee engagement
of postal employees of rural areas
To study the effect of individual factors on employee engagement
To study the relationship between employee engagement and career satisfaction as
outcome variable
To understand the effect of employee engagement and career satisfaction & retention as
outcome variable
V LIMITATIONS OF THE RESEARCH
This study is restricted to India Post especially in rural areas. Researchers have chosen
100 samples from selected post offices of Thanjavur area. The results may vary according to the
perceptions and opinions of the respondents.
VI RESEARCH METHODOLOGY
This research is based on the analytical in nature. The primary data were collected
through the structured questionnaire with the sample size of 100 by adopting simple random
sampling and snow-ball method. The statistical tools such as chi-square test, ANOVA &
Regression analysis were applied to meet out the study objectives. The study variable have been
chosen in three dimensions viz., demographic variables, Individual variables, Employee
Engagement by applying Gallup 12 Q statements and Career satisfaction & Retention as
outcome variables.
VII HYPOTHESIS STATEMENTS
1.
2.
3.
4.
health authority to engage staff through scheduled conversation. And he finds the three themes,
growth & development, co-workers involvement and working environment and opportunities.
PS Newswire (2012): Employee engagement is the key to improving performance of
Employees who fail to fully engage themselves in their work. Employees are emotionally
involved with their concern and get more energetic enthusiasm to attain the goal of their
hospital. Further this research focuses on the job satisfaction, employee commitment and
organizational cultural change.
Mitchell, Jonathan I (2004) the researcher aims to investigate whether a relationship
exists between demographic variable and employee engagement. Results showed a positive
correlation between the employee engagements, therefore the empowerment supports their idea
to the employee engagement.
Johnson, Mark Alan (2005) The author investigate and examine the psychological state
of the managers. 5 scale model questionnaire is been used for the analysis. They have used
many tools to determine the efficiency of managers. And the overall result shows that the
employee engagement is more depending the concern.
Dobson, Sarah (2010): In this article the researcher argue that it is to improve the levels
of the employee, commitment and employee engagement takes a vital role to achieve. They
have taken 9000 samples in 17 hospitals and they used multiple regression method to find out
the state of the employees. Cross sectional analysis is done with the self report data.
Bullock, Brenda (2011): The author conducted an internal and external review of how
our people feel and developed a plan to address key areas of employee engagement, and found
how the employees are approach positively about the working culture.
Meyer, Miles (2011): This researcher discuss about the employee engagement
contribution in the external environment and leadership effectiveness. The author relates the job
and person with the employee engagement. And the researcher found that the employees are not
fully involved in their job. And he evaluate the solution for this analysis as by creating good
working conditions and then only the employees get engaged.
Aisha Juma A L Rasasi (2005): The researcher found the hr practices on employee
engagement in service sector: the author identifies the key drivers of employee engagement and
it has a great relationship between the financial results. The results show that there is a
significant relationship between the employee engagement and decision making, performance
reward systems and whereas training and career development and employee performance
appraisals are insignificantly related.
Rosemarie, Brantford (2011): This article talks about the employee engagement are
much beyond the organizational commitment. He also discusses about that the engagement will
not only work for being the attainment of organizational goal. Thus he found that alternatives
for the engaged workers, in order to achieve higher levels of employee engagement.
IX DATA ANALYSIS & DISCUSSION
Table No:1
Demographic profile of the respondents
S.No
Demographic Factors
1.
Age (Yrs)
2.
Gender
3.
Marital Status
26-30
31-35
36-40
Above 41
19
24
30
27
Male
Female
72
28
Married
Unmarried
61
4.
Monthly
Income (Rs.)
5.
Employment Position
6.
Experience
Level (Yrs)
39
10,000
20,000
21,000
30,000
31,000
40,000
41,000 above
34
28
16
22
High
Middle
Low
36
43
21
1-5
6-10
11 and Above
35
39
26
Factors
2 Value
Sig.
Decision
1.
Age
28.36
0.00
Reject
2.
Gender
3.862
0.04
Reject
3.
Marital Status
0.283
0.52*
Accept
4.
Monthly Income
23.14
0.00
Reject
5.
Employment level
36.28
0.00
Reject
6.
Years of experience
17.03
0.00
Reject
Demographic Factors
Sig.
Decision
1.
Gender
2.276
0.058*
Accept
2.
Age
0.212
0.917*
Accept
S.No.
Demographic Factors
Sig.
Decision
3.
Marital status
1.532
0.134*
Accept
4.
Income
2.421
0.028
Reject
5.
Position
1.201
0.245*
Accept
6.
Experience
1.329
0.173*
Accept
Hypothesis (H0): Individual Factor do not vary with the demographic characteristics of the
respondents.
From the table, the researcher found that the Individual factor do not
vary with the demographic factors namely gender, age, marital status, position and experience of
the respondents at 5% significance level (p>0.05). Further it is also concluded that the factor
Value system do vary with the income of the respondents.
Table No:3
Unstandardized Coefficients of Regression Model Individual factors
and Employee engagement
Predictors
S.No
Unstandardized Coefficients
Sig.
Std. Error
(Constant)
0.054
0.057
0.263
1.
Job
0.267
0.023
0.000*
2.
0.002
0.019
0.702
3.
0.334
0.016
0.000*
4.
Discretionary Efforts
0.097
0.021
0.003*
5.
Role Clarity
0.094
0.014
0.024*
6.
Personal Attachment
0.031
0.017
0.083
7.
Emotional Energy
0.087
0.013
0.000*
8.
Learning Behaviour
0.193
0.018
0.000*
9.
0.074
0.016
0.000*
R = 0.897
R2 = 0.804
* = significance at 5% level
* (If the sig. of p is less than 0.05, and it indicates that the concerned factor is significant in the
model)
Hypothesis (H0): There is no significant effect of individual factors on employee engagement
The above shows that the predictor variables viz., Job, Growth & Development,
Discretionary Efforts, Role Clarity, Emotional Energy, Learning Behaviour, PersonOrganisation fit (p<0.05) are statistically significant determinants towards employee
engagement. The table also shows that the rest of the variables viz., Psychological Feeling
towards job & Personal Attachment are not significant (p>0.05), since the p value is greater
than 0.05. The table also depicted the R and R2 values of the model. The R value represents the
simple correlation and is 0.897, which indicated a high degree of correlation between the
individual factors and employee engagement. The R 2 value indicated that 80.4 % (0.804) of
variance in dependent variable employee engagement, is explained by the independent
variables.
From the above table, it can be inferred that there are significant effects of individual factors
viz., Job, Growth & Development, Discretionary Efforts, Role Clarity, Emotional Energy,
Learning Behaviour and Person - Organisation fit on employee engagement. Hence, there is
significant effect of individual factors viz., Job, Growth & Development, Discretionary Efforts,
Role Clarity, Emotional Energy, Learning Behaviour, Person- Organisation fit on employee
engagement.
The significant individual factors with predictors values towards employee engagement
are shown in the figure:1
Job
Growth
&
0.267
0.334
Dis.
0.097
Employee
Engagem
ent
0.094
Role Clarity
0.087
Emotional Energy
0.193
Learning
0.074
Person
Figure: 1
Regression Model - Individual Factors and Employee Engagement
Table No:4
Chi-Square Test between Employee Engagement and Career satisfaction
S.No
Factors
1.
Career satisfaction
2.
Retention
(* = Ho accepted at 5% significance level)
2 Value
Sig.
Decision
16.02
0.03
Reject
15.04
0.01
Reject
Hypothesis (H0): There is no significant relationship between the employee engagement and
career satisfaction as outcome factor.
The above table shows that significance of the chi-square values are less than 0.05,
hence the null hypothesis is rejected and it is found that there is a significant relationship
between employee engagement and career satisfaction & retention as outcomes
Table No:5
Unstandardized Coefficients of Regression Model Employee engagement
and Career satisfaction
Predictors
S.No
1.
Unstandardized Coefficients
Sig.
Std. Error
(Constant)
1.291
0.074
0.000
Career satisfaction
0.837
0.032
0.000*
R = 0.793
R2 = 0.628
Table No:6
Unstandardized Coefficients of Regression Model Employee engagement
and Retention
Predictors
S.No
1.
Unstandardized Coefficients
Sig.
Std. Error
(Constant)
1.436
0.101
0.000
Retention
0.749
0.046
0.000*
R = 0.801
R = 0.641
The above table shows that the R value which represents the simple correlation and is 0.801
which indicated a high degree of correlation between the individual factors and employee
engagement. The R2 value indicated that 64.1 % (0.641) of variance in dependent variable
Retention is explained by the independent variable viz., employee engagement.
From the table, it can be inferred that there is (p<0.05) statistical significant effect of employee
engagement on retention.
X RESULTS AND DISCUSSION
XI RECOMMENDATIONS
According to study results, there is positive relationship between the factors viz.,
organisational and group factors with employee engagement. These factors are equally gets
more importance and gives better performance. As per this study, more involvements have to be
needed to the employees which will give more impact in the organisation. In the current
competitive scenario, organization has to do something different, otherwise they cannot beat the
completion
and
sustain
with
their
customers.
So, the organization should give more importance to all the study factors very carefully for the
effective employee engagement. The organization also facilitates the good work environment to
employees to exhibit their talents with fullest efforts.
XII CONCLUSION
Employee engagement plays a vital role in increasing the productivity of an
organization. Though employee engagement depends upon the many factors, the present
research results are confined with the crucial factors viz., individual, group and organisational
factors which are having the positive effect. Thus Employee Engagement is the important
driver towards the organizational success. Unless the employee engagement, no organization
sustain in the current competitive business era.
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