Total views : 384

Employee Engagement – A Study with Special reference to Postal Employees in Rural Areas of Thanjavur

Affiliations

  • School of Management, SASTRA University, Thanjavur - 613401, Tamil Nadu, India
  • Cavium Inc., San Jose, California, United States

Abstract


Employee Engagement is a siginificant factor which is influencing the organization to achieve its target. Emotional and psychological attachment of an employee in a work environment are closely associated with an organisation. There are no. of factors contributing toward Employee Engagement. The researchers have identified certain factors to study the level of Employee Engagement among the employees of India post from selected rural brances. Objectives: The objectives of the study are to study the association between demographic factors and Employee Engagement; to understand the certain independent factors which are influencing Employee Engagement and to identify the relationship between Employee Engagement with its outcome factors. Method/Analysis: By applying structured questionnaire, primary data were collected from 120 respondents. The statistical tools such as Chi square test, one-way ANOVA and regression analysis were adopted for analysis purpose. The study factors such as demographics, Individual factors and few outcome factors. Findings: There is an association between certain demographic factors with the Employee Engagement. The Individual factor do not vary with the demographic factors viz. age, gender, marital status, position and experience of the respondents. There are significant effects of individual factors viz. Job, Growth and 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 and Development, Discretionary Efforts, Role Clarity, Emotional Energy, Psychological Feeling, Person-Organisation fit on Employee Engagement. The researcher found that there is a significant relationship between Employee Engagement and career satisfaction and retention as outcomes. Applications/Improvements: The current study portrays factors which affect the Employee Engagement of postal employees from rural areas. The study results will facilitate the organisation to strengthen the best practices towards Employee Engagement with positive outcome results.

Keywords

Discretionary Effort, Employee Engagement, Growth and Development, Productivity, Role Clarity.

Full Text:

 |  (PDF views: 388)

References


  • Perrin T. The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology. 2003; 77:11–37.
  • Scarlett K. What is engagement? Scarlett Survey International. 2009. Available from: http://wwww.scarlettsurveys.com
  • Robinson I. Human resource management in organisations. London: CIPD; 2006.
  • Gallup. Gallup study: Engaged employees inspire company innovation: National survey finds that passionate workers are most likely to drive organisations forward. The Gallup Management Journal; 2006 Oct.
  • Nwamakaa A, Rutherford B. How organizational and employee-customer identification and customer orientation affect job engagement. Journal of Service Management, Digital Commons; Kennesaw State University, Faculty Publications. 2012; 23(5):616–39.
  • Shuck MB, Rocco TS, Albornoz CA. Exploring Employee Engagement from the employee perspective. Journal of European Industrial Training. 2011; 35(4):300–25.
  • Stewart RJ. A study of the leadership code and Employee Engagement. Dissertation (University of Southern Mississippi); 2012.
  • Woodcock C. Transformational leadership and Employee Engagement. Online Review. Northern Illinois University; 2012.
  • Kahn WA. Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal. 1990; 33:692–724.
  • Saks AM. Antecedents and consequences of Employee Engagement. Journal of Managerial Psychology. 2006; 21(7):600–19.
  • Maslach C, Leiter MP. The truth about burnout: How organizations cause personal stress and what to do about it. San Francisco: Jossey Bass; 1997.
  • Medlin B, Green K. The relationship among goal setting, optimism, and engagement: The impact on employee performance, allied academies international conference. Academy of Organizational Culture, Communications and Conflict. Proceedings. 2008; 13(1):51–6.
  • Nelson S. Business-unit-level relationship between employee satisfaction, Employee Engagement and business outcomes: A meta-analysis. Journal of Applied Psychology. 2003; 7:268–79.
  • Lencioni PM. Managing for Employee Engagement: Poster. Lap Lambert Academic Publishing; 2006.
  • Frank FD, Finnegan RP, Taylor CR. The race for talent: Retaining and engaging workers in the 21st century. Human Resource Planning. 2004; 27(3):12–25.
  • Nelson S. Business-unit-level relationship between employee satisfaction, Employee Engagement and business outcomes: A meta-analysis. Journal of Applied Psychology. 2003; 7:268–79.
  • Bates and Baumruk. Deriving benefits from stressful events: The role of engagement in meaningful work and hardiness. Journal of Occupational Health Psychology. 2004; 6:53–63.
  • Soltis. Customer loyalty and Employee Engagement: An alignment for value. Journal of Business Strategy. 2004; 29:29–40.
  • Bhattacharya S, Mukherjee P. Rewards as a key to Employee Engagement: A Comparative study on I.T Professionals. ASBM Journal of Management. 2009; 2(1):160–75.
  • Lencioni PM. Managing for Employee Engagement: Poster. Lap Lambert Academic Publishing; 2006.
  • Salanova M, Schaufeli WB. The measurement of engagement and burnout: A confirmative analytic approach. Journal of Happiness Studies. 2006; 3:71–92.
  • Saks AM. Antecedents and consequences of Employee Engagement. Journal of Managerial Psychology. 2006; 21:600–19.
  • Nambiar M. Strategies for Employee Engagement. Deccan Herald; 2012 May.
  • Simon SS. The essentials of Employee Engagement in organizations. Journal of Contemporary Research in Management. 2011 Jan-Mar; 6(1):63–72.
  • Konrad A. Engaging Employees through high-involvement work practices. Ivey Business Journal Online; 2006 Mar-Apr. p. 1–6.

Refbacks

  • There are currently no refbacks.


Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.