Vol. 13(8), pp. 264-273, 28 April, 2019
DOI: 10.5897/AJBM2018.8700
Article Number: 99EDEFC60730
ISSN: 1993-8233
Copyright© 2019
Author(s) retain the copyright of this article
http://www.academicjournals.org/AJBM
African Journal of Business Management
Full Length Research Paper
An evaluation of the impact of the management
practices and how they impact on employeeengagement: Employees’ perceptions
Larry E. Jowah* and Tendency Beretu
Department of Management and Project Management, Faculty of Business and Management Sciences Cape Peninsula
University of Technology, Cape Town, South Africa.
Received 4 November, 2018; Accepted 30 January, 2019
The employer-employee relationship has always been governed by the understanding that the
employee is simply a hired hand to complement the business owner in the process of achieving a firm’s
set objectives. The rest of the other activities and phenomena are taken for granted – ‘I employ you, you
do your work I pay you’, so the circle continues. The employer drives the employee to perform to enable
the firm reach its objectives and give a good return on the investments. The rest of the other activities
are merely a means to an end, understood to be merely a symbiotic relation, one hand washing the
other. The concept of employee-engagement as a management tool does not seem to hold much
strength and appreciation amongst managers whose sole purpose is to produce results. This paper
brings into light empirical research indicating that industry captains do not focus on human capital as
critical for effective productivity. The managers resort to hiring and firing as a means of boosting
productivity, slave driving to increase labour performance. The industry captains are quick to point a
finger to the labour as inhibiting free will hiring and firing as a solution to poor productivity.
Consequently, the industry may be breeding a generation of non-devoted, convenience employees
resulting in mediocre performance. The question asked always is; why does South Africa have low
productivity? The paper points the problem to the failure of management to capitalize on the benefits of
employee-engagement as an accessory to effective management by impression.
Key words: Commitment to the firm, conducive work-environment, employee-engagement, manageremployee-relationship, peer-relationship and productivity.
INTRODUCTION
Meihami and Meihami (2014: 80-91) assert that
organizations constantly seek for means to enhance
profitability by developing competitive advantage with the
focus on the people that do the work. Defining the
mission and the vision is not enough in this dynamic
business terrain, a new culture of trust and employee
buy-in may be the way to go. It should be an imperative
for business to strengthen employer-employee relations
*Corresponding author. E-mail: jowahl@cput.ac.za.
Author(s) agree that this article remain permanently open access under the terms of the Creative Commons Attribution
License 4.0 International License
Jowah and Beretu
to retain the experience and the indispensable knowledge
within the experienced employees. Effective leadership
should therefore focus on employee engagement as an
accessory to existing managerial competencies which
should clarify the vision / mission prompt employee
performance. The ideal employee engagement should be
measured through the relationship between the firm and
its employees. The higher the level of employee
engagement, the higher the probability of a workforce
highly absorbed and enthusiastic about their occupation
(Albrecht et al., 2015: 7-35). An "engaged employee" is
positive about her/his work and her/his performance
leading to the development of a difficult-to-copy
competitive advantage for the firm. It can be stated here
that employee engagement does not come by luck; it is a
result of deliberate effort to create conducive
environment. The low productivity can be averted by
providing an enabling environment that would motivate
the employees to commit themselves more to their
duties. Employee engagement, from the research, brings
a new sense of devotion and ownership from the
employee towards their tasks, thereby increasing
productivity. It is this opportunity that management
continues to miss, which could enhance productivity at
the same level of employment. This research therefore
seeks to identify the impact of a deliberate employeeengagement oriented management practice towards the
attainment and maximization of employee productivity.
THEORETICAL BACKGROUND TO THE STUDY
Carasco-Saul et al. (2015: 38-63) are of the view that an
engaged employee has a heightened emotional and
intellectual connection to the organisation and to coworkers especially if the leaders are close to the
employees. This results in higher levels of loyalty and
higher probability of high performance and full employee
engagement. Organizations focusing on employee
engagement outperform their own performanceexpectations, making it easier to compete in the global
village. Inevitably employee-engagement has become
more complex and cumbersome because of the increase
on the diversities at the workplace. The availability of
information and subsequent knowledge of the employees
only serve to complicate the process which is supported
by Saks and Gruman (2014: 155-182) who posit that
change is inevitable compounded by the ever-changing
market needs.
According to Korschun et al. (2014: 20-37), there is a
direct relationship between the level of employeeengagement and performance level of an individual
employee’s awareness of the business context. Engaged
employees show enthusiasm and are emotionally
attached to the organization and cognitively alert to any
happenings in the organization. A triangle can be drawn
between employee-engagement, individuals-involvement
and job-satisfaction. This inevitably builds pressure for
265
the individual to do more for the organization including
promoting it, protecting it, and being innovative for the
sake of the loved organization.
Jowah (2013: 708-719) posits that the effectiveness of
a leader reaches its maximum when there is a
congruency between the follower and leader expectation.
At this stage the average employee performs at their
best, they become fully engaged as they will feel
respected, accepted and valued. All things being
constant, it is possible to predict the creation of an
employee-employer engagement ideal to boost and
maintain productivity. Popli and Rizvi (2015: 59-70)
assert that employee engagement is the driver of
organisational success since high employee engagement
levels assist in retention of experienced personnel. The
retention of skills means the presence of intellectual
property (knowledge), which when properly managed
(knowledge management) will boost employeeengagement. Pauleen and Gorman (2016: 23-38) define
knowledge as a “fluid mix of framed experience, values,
contextual information, and expert insight that provides a
framework for evaluating and incorporating new
experiences and information.” The explicit, implicit and
tacit knowledge in the organization, combined with high
employee engagement, would form a solid impenetrable
force of high morale, high productivity, high synergy, and
not an easy to bit competitive advantage.
Bin (2015: 1-8) noted that the three elements
responsible for driving employee engagement are;
contributions, connections, and growth and advancement.
Great leadership generates increased employee
engagement that results in organizational efficiency.
Cognizance should be taken of the three dimensional
concept of work, namely; physical, emotional and
cognitive element of the human employee. Saks and
Gruman (2014: 155-182) mention both emotional and
intellectual (cognitive) dedication to the organization (an
indication of employee-engagement) which takes in a lot
of strength and zeal for the organization. It is the degree
of satisfaction of the employees with the organization that
makes them think of their workplace as their second
home.
PROBLEM STATEMENT
It has been alluded to in the foregoing literature that
leadership, organizational structure and culture, and the
ability of management to measure the extent to which the
employees may be loyal to the firm would enable the
management to predict employee engagement. It can be
stated here that employee engagement does not come
by luck, it is a result of deliberate effort to create the
conducive environment. This study seeks to evaluate the
degree of employee engagement in selected companies
in the Cape Metropolis of Cape Town. It is assumed that
the average leader / manager may have little academic
knowledge about the value of employee engagement.
266
Afr. J. Bus. Manage.
RESEARCH METHODOLOGY
This is the “how” part of this empirical research; it is a mixed
quantitative and qualitative research using pre-constructed
instruments (questionnaires) that had been pre-tested and reconstructed for the purpose. The questionnaires were administered
to different respondents in different workplaces by final year
Research Methodology students who had been trained on research
methods.
Target population
The people who feel the effects of leadership behavior are those
employees who are managed. It can be argued that employee feels
a degree of subordination as long as they have someone that they
report to, including managers who report to senior managers. The
target population was decided on the basis of any employee who
was not the owner of the organization, and preferably not classified
as a senior manager.
Sample, sampling and sampling technique
The sample was all subordinates in 10 selected firms/organizations
that were available / able to fill in the questionnaires. The
interviewers were part time Research Methodology students who
carried out the research at their workplaces. They were requested
to choose randomly, of course dependent on willingness and
availability of the prospective respondents. The 10 students
participating were requested to get a minimum of 10 questionnaires
each (100) properly completed, solely to do with the costs and time
involved.
Data collection and analysis
The data were collected using well-structured questionnaires that
had been pre-tested and reconstructed to be relevant. The
questionnaire was sent to a statistician for further corrections before
it was administered. One hundred people responded and the data
were edited, and coded. The coded data were captured into the
Excel Spread sheet and bar charts, pie charts, histograms and
other pictorial data-representing forms were developed. The data
were therefore interpreted and analyzed.
FINDINGS
The perceptions of a hundred respondents are recorded
under the findings. The format is simply stating the
question or statement as it appeared in the questionnaire
with the response following thereafter. The response
includes the brief explanation and interpretation of the
graphic representation of the findings. The questionnaire
was divided into three parts named, Section A
(Demographics), Section B (structured statements –
Likert scale) and Section C (open ended questions).
study. General questions were asked with predetermined answers to eliminate those that did not qualify
for the survey.
Question 1: What is your gender? The research had
nothing specifically to do with gender in the questions
that followed, except the researcher wanted to know for
the record how many males and females participated in
the survey.
Out of the 100 responding, from left to right 2% of the
total is females employed as general workers with 9%
male. The administrators show females at 12%
contrasted to males at 3% (¼ of the total for females);
there were more female supervisors at 8% which is twice
the males at 4%. Ironically the number of female
managers (13%) stands at 4 times that of males at 3%,
but “other” has female respondents at 20% with males at
26%. In all, 55% females responded with males at 45%.
Question 2: What is your age group? It was considered
important that the age groups of the respondents be
ascertained. The age group would help establish the level
of maturity and this may indicate the average years of
experience in the workplace. Results are analyzed based
on cross tabulating age groups and their levels of
occupation.
Unskilled labour: Of particular interest is the absence of
unskilled labour (0%) in age group below 20 years, and
none (0%) above 50 years. Most would complete high
school at about the age of 19 and 20. This means that
there were no recent matriculants that were interviewed.
There is only 9% of unskilled workers for age group of
41-50, which is as expected; at that age the bulk have
been promoted or moved to other occupations. As would
be expected, 55% (entry level) come from 21-30 years,
with a drop to 36% for the ages 31-40 years.
Administrators: As in the case of general workers, there
are no administrators below 20 years of age, but a
sudden jump to 47% for the age range 21-30. This is
followed by 31-40 age range at 40% and a low 13% for
the 41-50 age group. No administrators were found in the
age group of 50 years plus.
Section A: Demographics
Supervisors: The results show that 33% of the
supervisors responding were between the ages of 21-30
years of age, 25% were between 31-40 years, another
25% was between 41-50 years with 17% above 50 years
of age. It was rather surprising that there were more
supervisors between the ages of 21-30 compared to the
subsequent years when it is expected that the longer
people serve the higher the chances of them getting to
supervision level.
The biography assisted in identifying the respondents
and in determining which of them were relevant to the
Managers: Usually the most experienced, knowledgeable
or educated, which ever fits the description of how the
Jowah and Beretu
individual gets to management level. The highest
percentage of managers (39%) is in the age group of 4150 years. This may be an indication of years of
experience mostly, and may not relate to academic
achievements. Age groups of 31-40 years and 50 years
plus are both at 28% each, with those 20 years and
below at 0%, whilst 21-30 age group is at 5%. The
managers statistics were very much along expectations.
Other: No provision was made to identify what other
levels would represent, the anticipation was these would
be, and not limited to professions such as technicians,
engineers, advisors etc. In this category, 39% were in the
age group 21-30 years, 28% between the age group 3140, with the 41-50 years age group recording 18 with
11% at 50 years and above.
Question 3: - State the employment status - industries
in South Africa have moved swiftly to outsourcing and
casualisation of labour. It is believed to be cost saving.
The researcher wanted to establish the employment
status of the respondents, the workplace now commonly
people employed as permanent, casual, contract,
consultant, and other status that may be a hybrid of two
or more of the status.
Unskilled employees accounted for 73% with 9% as
casual labour, 18% on contract, and none of the unskilled
labour consulted was classified as “other. “Administrators
accounted for 73% as permanent, no casual (0%), 27%
were on contract, with consultants and other at 0% each.
Supervisors and managers were both at 100% each. The
other had 74% permanently employed, 2% as casual,
11% on contract and 13% as consultants.
Question 4: How many years (total) work experience
do you have? The longer an individual has worked, the
more they are likely to provide objective perceptions to
employee perceptions because of their exposure. Have
been managed or having managed different personalities
may translate to a degree of emotional intelligence. Just
above one third (35%) of the respondents have between
0-5 years working experience; this could be a young
company or a company that has experienced recent
expansion (55% of unskilled labour was age 21-30). The
6-10 years’ experience range sits at 30% with 11-15
years at 11% and those with 16 years plus accounting for
24%.
Section B
Likert scale was used to measure the perceptions of the
respondents. A 5-level Likert (1 – 5) scale with 1=
strongly disagree, 2 = disagree, 3 = neutral, 4 = agree
and 5 = strongly agree was used; the statements are
classified into sub-topics.
267
Type of job: In times of high unemployment people take
just “anything.” The situation is compounded by the influx
of economic refugees who will accept any job as long as
they get paid. The statements on which the respondent’s
perceptions were measured are presented in Table 1.
Statement - this is my dream job and here I will stay till
retirement: It is surprising that only 33% of the
respondents felt that this was what they had dreamt of
having. On the other hand 45% (nearly half) of the
respondents disagreed that this is what they had set out
to have in their lives. Ambivalence is high at above one
fifth (22%); the picture can be considered gloomy as the
majority of the employees either have no opinion or are
not devoted to the company they work for.
Statement - I am here by default I had no job I could do:
When jobs are scarce, people look for anything to earn
themselves some money to live on. A total of 16% people
allege that they got to this job by default, even though
45% (above) had indicated that the job they occupied
was not their dream job. It could be that after failing to
find their dream jobs they may have worked to get to plan
B. The neutral are at 17%, with 67% rejecting the
assertion that they got the current jobs by default. It may
be important to consider that 73% of the employees are
not skilled, therefore any job is a job.
Statement - As a professional this job is relevant to my
aspirations: Though no specific reference was made to a
specific skill, people develop skills at the workplace,
which becomes their profession. In response to this
statement, unskilled labour stood at 73%; now just over
three fifths of the respondents (61%) assert that the jobs
they are in are relevant to their aspirations. Neutral (21%)
continue to worry; it can be generalized that the
respondents seem to be comfortable with their current
occupations. Only 18% are definitely not comfortable.
Statement - There is more to learn in the job and I want
to advance: A decisive 56% of the respondents positively
want to advance in this area of employment, but
neutrality shoots up to an uncomfortable 26%, leaving
18% to disagree. It can be generalised that most
employees would want to advance in the current field of
occupation, a positive for employee engagement.
Statement – I am glad that I am accountable for what
takes place here: Most people simply put in hours and
work just hard enough not to be fired. A strong 70%
agree to be accountable for what takes place in the
organisation. Only 14% of the respondents are not happy
with those that are undecided at 16%. It can be
generalised that most of the respondents want to be
responsible. Organisations may need to groom their
employees and give them responsibilities as part of
268
Afr. J. Bus. Manage.
18
27
8
5
5
27
40
10
13
9
Strongly
agree
2
Agree
This is my dream job and here I will stay till retirement
I am here by default there was no other job I could get
As a professional this job is relevant to my aspirations
There is more to learn on the job and I want to advance
I am glad I am accountable for what takes place here
1
Neutral
1
2
3
4
5
The type of my job
Disagree
S/N
Strongly
disagree
Table 1. The respondents’ perceptions about their current jobs.
3
(%)
22
17
21
26
16
4
5
23
12
49
56
52
10
4
12
0
18
Source: Response from survey.
5
15
26
9
16
18
33
35
34
34
Neutral
2
3
(%)
30
28
16
15
15
Strongly
agree
My supervisor consults me before making any decisions
I am not involved in the decision making process
I just wait to be told what to do and what not to do
I keep my distance from things that do not concern me
I am employed to produce and not innovate and I do just that
1
Agree
6
7
8
9
10
Job environment
Disagree
S/N
Strongly
disagree
Table 2. Job environment.
4
5
40
17
22
26
26
7
7
1
9
9
Source: Data from survey.
employee engagement strategy.
Job environment: This has to do with the surroundings
of one’s work place, namely; ergonomics, relationships,
tasks and all other matters pertaining to the work, directly
or indirectly. This part of the research meant to measure
the effect, if any, of the environment to their commitment
to the job and organisation.
Statement - My supervisor consults me before making
decisions: Being consulted may mean much to a
subordinate, it brings worthiness; it means valuable,
important and useful. This improves positivity towards
one’s job, and towards the organisation in general. In the
response 23% disagree that they are consulted, neutral is
at an all-time high at 30%, with 47% agreeing with the
assertion. This shows a system that acknowledges its
workforce.
Statement - I am not involved in the decision making
process: The total disagreeing is 48% (compare this to
the 47% above), meaning they are acknowledged and
they develop a sense of worthiness and get engaged with
their organisation. Ambivalence is again high at 28%, not
clear why respondents would not know their position on
this matter. 24% agree that they are never involved in
decision making.
Statement - I just wait to be told what to do and what not
to do: To this statement 61% disagreed, meaning they do
not wait to be told what to do, they are involved.
Ambivalence is unusually low at 16%, leaving 23%
amongst those that believe they just wait to be told what
to do. It can be generalized that most respondents are
engaged in the operations in their firms.
Statement - I keep my distance from things that do not
concern me: Indifference is at 15%, somewhat
acceptable given the previous high scores of neutrality.
Those disagreeing – saying they do not stand off - are at
43% with those that “stand aloof” at 35%. The picture in
the organizations does not encourage at all, with more
than one third of the respondents distancing themselves
from ownership of operations.
Statement - I am employed to produce and not innovate
Jowah and Beretu
269
26
9
8
17
11
28
16
21
33
21
Strongly
agree
2
Agree
I have reached the climax of my profession and I can’t advance
There is a demand for me and I want to try new companies
My concern is not the type of job but the type of management
Opportunities to advance are difficult in this profession
I am worried about the absence of advancement in this firm
1
Neutral
11
12
13
14
15
Job prospects
Disagree
S/N
Strongly
disagree
Table 3. Job prospects.
3
(%)
16
23
21
18
18
4
5
19
34
31
17
31
11
18
19
15
19
Source: data collected from survey.
and I do just that: It may have more to do with the style of
management or the culture of the organization, neutrality
sits at 15%, and those disagreeing account for 50% of the
respondents, meaning that half the respondents
“innovate.” It is not very well for the workplace though
where 35% of the employs just do what they are told to
do, and possibly work just hard enough not to be expelled
from work.
Job prospects: This involves the chances or
opportunities for one to develop in the job place, to get
promoted. Rising to senior levels at a workplace is
uplifting to the employee; it is acknowledgement by
senior management. The sub-statements are listed in
Table 3.
Statement - I have reached the climax of my profession
and I cannot advance: The response appears to
correspond to the age groups as recorded in the
demographics; 54% of the respondents disagree that
they have reached their climax (high percentage of
interviewees below 40 years of age). Those that do not
know are at 16%, with 30% agreeing that they have
reached their climax.
Statement - There is a demand for me and I want to try
new companies: This would be expected of those who
are young and employable in other firms. Only 52% think
they are in demand, could be the 25% disagreeing are
unskilled or too old to think of changing to new jobs.
Whatever the reason, this might give a reason for loyalty
if they are not able to move. Ambivalence stands at 23%.
Statement - My concern is not the job but the type of
management: Many employees leave their jobs because
of the “type of management.” Of the respondents, 29%
disagreed, but 50% agreed that they would be concerned
with the type of management. Indeed most managers do
not know how to manage and motivate employees, but
neutrals remain high at 21%.
Statement - Opportunities to advance are difficult in this
profession: The participants (50%) disagree with the
statement, with 32% agreeing that there are no
advancement opportunities; such employees may want to
move to firms with better prospects. The absence of
opportunities may be because of the type of business,
size of business, or even the way the business is
operated, without forgetting the age of the employee.
Neutral is at 18%.
Statement - I am worried about the absence of
advancement in this firm: In this case 32% disagree (they
are not worried} and 50% agree (they are worried)
because there are no career opportunities. We do not
know the reasons, but it is known that those who worry
may seek for other opportunities. As usual neutral is high
at 18%; this response is exactly like the one above.
Section C
Working relationships with peers
Statement - People in the firm do not want to cooperate
to work together: Whilst employee engagement has more
to do with the leadership and the firm, the peers are very
much a critical part of the day to day experiences of the
employee. Half (50%) of the respondents disagreed with
the idea of a place with people that never cooperate. The
usual neutral featured at 17% with agreeing 33% with the
statement (Figure 4).
Statement - I want to move to an environment where I am
respected: Too often some employees are in transit
looking for work environments that suit them. This
statement was met with mixed reactions with 22% neutral,
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Afr. J. Bus. Manage.
35
19
11
27
17
Strongly
agree
15
11
9
14
4
3
(%)
17
22
28
20
22
4
5
22
34
46
28
37
11
14
6
11
20
Neutral
2
Agree
People in the firm do not want to cooperate to work together
I want to move to an environment where I am respected
I am comfortable with my environment though it has problems
The poor team spirit in the firm discourages good performance
My performance is not affected by the attitude of my peers
1
Neutral
16
17
18
19
20
Working relationships with peers
Disagree
S/N
Strongly
disagree
Table 4. Working relations in employee engagement.
Source: data from survey
2
21
9
3
17
7
17
26
9
33
16
3
(%)
8
22
18
18
30
Strongly
agree
My manager makes regular contact with me on job issues
I wait for long before I get any feedback for any requests
The time taken before feedback is frustrating I want to quit
Good manager and firm but I think I need change
The rest of the company is heavy disorganized I hate it
1
Agree
21
22
23
24
25
Dialogue with superiors
Disagree
S/N
Strongly
disagree
Table 5. Dialogue and feedback relationships with managers.
4
5
26
34
52
17
40
28
9
18
15
7
Source: data from survey.
48% agreeing that they would want to move. Only 30%
seem to show loyalty.
Statement - I am comfortable with my environment
though it has problems: Some employees seem to have
endurance where others fail. Consequently there is no
scientific formula that can be used to predict this, 20%
disagreed with the statement. Neutrality went up to 28%,
but 52% of the respondents agreed to stay even though
there are problems with at the workplace.
Statement - The poor team spirit in the firm discourages
good performance: 41% of the respondents rejected
either that there is a poor team spirit, or that the poor
spirit discourages their performance. Neutral came down
to 20%, whilst the remainder 39% agreed (very close to
41% disagreeing), meaning there is no consensus on the
ground on this.
Statement - My performance is not affected by the
attitude of my peers: Too often many people fail to focus
because of the activities of other people around them. In
this case 57% of the respondents agree that the behavior
of other people does not impact on their performance.
The indifference is at 22% leaving those disagreeing
(those whose performance is disturbed by the attitude of
their peers) at 21% (below the neutral at 22%). It is
somewhat encouraging to see high degree of focus,
which is positive for employee engagement.
FEEDBACK SECTION/DIALOGUE WITH SUPERIORS
This part of the work focused on the relationship between
the subordinates and the managers directly. The
management styles of managers are critical in the
development of employee engagement; as such it was
necessary to extend the survey to the relationships with
the critical setters of the pace. The respondents’ opinions
about their working relationship with their managers are
illustrated in Table 5.
Statement - My manager makes regular contact with me
on job issues: Whatever the reasons, this creates the
Jowah and Beretu
much desired employee engagement all things being
constant. Of those responding, 38% disagreed, meaning
their managers do not liaise with them for anything to do
with work issues. On the other hand 54% agree that the
managers contact them regularly, a good show for
loyalty. Only 8% are neutral.
Statement - I wait for long before I get any feedback for
any requests: One of the greatest weaknesses of
managers and leaders is lack of responsiveness. In this
case 35% (disagree), meaning they do not wait for long,
good indication of good management. Contrary to this
position, 43% agree that they never get feedback in time
for them to perform their duties. This leads to frustration
and poor performance which works against employeeengagement. The remaining 22% are not sure.
Statement - The time taken before feedback is frustrating:
I want to quit –80% of the manager’s responsibility is
communication, and part of that communication should
be giving feedback. When there is no feedback,
subordinates do not know what to do and how to do it; it
is frustrating. Of the respondents, 12% say they are not
frustrated by delayed feedback, 18% do not have an
opinion and yet 70% get frustrated to the point of wanting
to quit because there is a timely feedback.
Statement - Good manager and a good firm, but I think I
need change: Sometimes people get tired of a place and
aspire for something different. 50% of the respondents
want to stay on (high engagement) with 18%, neutral and
30% think they need a change.
Statement - The rest of the company is heavily
disorganized and I hate it: Of those participating, 23%
have nothing against the place and do not see any
disorganization at the workplace. Neutral are at 30%, but
a disturbing 47% hate the place and think that it is
disorganized.
ETHOS AND VALUES OF THE ORGANISATION
Too often, the loyalty of the employees may have to do
with their pride over the organization they work for. Some
companies are perceived as prestigious to work for,
regardless of the level or position. This was measured
also as a means of employee engagement.
Statement - I like the firm because it sells top range
products: The outside prestige of the company too often
becomes a bond between the employee and the
employer. 11% of the respondents disagreed that they
liked the firm because of its products, 18% were neutral,
and a resounding 71% agreed that they liked the firm
because of its products. That is high and works well for
high employee engagement (Table 6).
271
Statement - The firm consults us for important changes to
be made: Consulting is another way of engaging the
employees, and 67% of the respondents disagree that
they are contacted when changes have to be made. Of
the remainder 15% are indifferent with 18% agreeing that
they are approached. By this measure, the employee
engagement is definitely not high due to resistance to
change if not consulted in the process.
Statement - The firm develops employees to become
professionals: Some organizations invest in their
personnel’s development with the hope of retaining such
for better organisational performance. In this instance,
32% disagreed with the statement, 18% abstain, and
50% agree that the organization has developed them or
does develop employees to be professionals. It would
have been ideal to identify those that are developed and
how.
Statement - I started here at low level and was financed
by the firm: This may be part of those agreeing that the
firm developed them to be professionals. The response
was 35% disagree (compare with the 32% disagreeing in
item 29 above), 16% are ambivalent (compare with 18%
above) and 49% agree (compared to the 50% above)
who agreed in the preceding statement. It would be ideal
to identify those who have been earmarked for
development.
Commitment and productivity of workers
Commitment to an organization is another form of high
and effective employee engagement. An engaged
employee is loyal and committed to the organization. This
is what the next part of the work seeks to establish.
Statement - I am serious about my work because of the
regulations of this firm: Particular reference is made here
focusing on what makes the subordinates to work very
hard. The response, as listed in Table 7, shows that; 41%
disagree that they work hard because of the regulations,
20% do not know, and 39% agree that they are serious
with their jobs because of the regulations.
Statement - I put in everything in order to get better
payment: This is a typical effort-reward engagement
stated here. The responses were: 72% disagreed that
they put in more effort to get better money or that they
may get more money if they put in more effort.
Ambivalemce is at 7% and 21% agree with the
statement. It can be generalised that the respondents
generally do not believe that working harder brings them
monetary rewards.
Statement - the work environment encourages hard work:
It is known that the type of environment impacts positively
or negatively the practitioners. This can be confirmed
272
Afr. J. Bus. Manage.
3
29
11
18
8
38
21
17
Strongly
agree
2
Agree
I like the firm because it sells top range products
The firm consults us for important changes to be made
The firm develops employees to become professionals
I started here at low level and was financed by the firm
1
Neutral
26
27
28
29
Ethos and values of the organisation
Disagree
S/N
Strongly
disagree
Table 6. Ethos and values of the organization.
3
(%)
18
15
18
16
4
5
30
14
31
34
41
4
19
15
Source: data from survey.
Agree
Strongly
agree
Statement; I am serious about my work because of the regulations of this firm
Statement : I put in everything in oprder to get better payment
Statement: the work environment encourages hard work
Statement: I work hard because I love the organisation I work for
Statement: If I am given an offer elsewhere I will not go because I love my company
Neutral
31
32
33
34
35
Commitment and productivity
Disagree
S/N
Strongly
disagree
Table 7. Evaluation of employee engagement through Commitment and productivity.
1
2
3
4
5
26
20
7
13
19
15
52
26
19
33
(%)
20
7
16
14
19
7
3
21
28
21
32
18
28
26
8
Source: data from survey
through the study of ergonomics; however, 33%
disagreed with the statement, 16% were indifferent with
49% agreeing that the the environment affects the way
they work.
Statement - I work hard because I love the organisation I
work for: There are numerous factors that cause people
to consider themselves ’perfect fit’ in an environment. To
this statement, 32% disagree with the statement, 14%
are indifferent and 54% agree with theassertion. That
may be a good number of engaged employees, but one
wishes the number to go higher.
Statement - If I am given an offer elsewhere I will not go
because I love my company: The decision not to leave
your firm is based on many factors. The results are; 52%
outrightly would not leave the organisation, 19%
remained neutral with 29% agreeing that they would
leave for the next organisation to pursue the offer.
Conclusion
From the foregoing literature employee engagement may
be defined as the sum total of the factors at a workplace
which impact employees’ ability to perform well their day
to day responsibilities. This creates the environment in
which an employee can perform better and to his/her
fullest. The environment creates or enhances their
values, culture, believes and even perceptions about
what constitutes good performance. Engaged employees
wake up in the morning looking forward to go to work and
clear as to what they will do, what changes they can help
institute to advance their work, with a sense of belonging
and ownership. Engaged employee feels that they belong
to a team where they are involved and they contribute in
developing the work as well as developing themselves.
The findings above tell a somewhat different story
though there is good behavior overlapping from time to
time. Managers do not always liaise with employees in
work related issues even though some managers do
contact their subordinates occasionally (54%).
In other instances lack of cooperation has recorded
levels of up to 50% giving the impression that employee
engagement is low. When half the staff are not
cooperating and yet they are not willing to leave the firm,
it disturbs. It becomes a cause for another study to
Jowah and Beretu
ascertain why unhappy employees will not leave; chief
among the reasons could be, difficult to find an
alternative job, convenience of job to home or school for
the children, old age and nearing pension, and many
other factors.
Working seems to be an accepted norm and 72%
confirm that they still get paid the same way whether or
not they work hard. Some of these (50%) allege that they
have been developed by the firm with and 71% allege
commitment to the firms they work for because of the
products produced by the firms. This may augur well for
employee engagement; it can be said that employee
engagement may be viewed in the form of a continuum
depending on the issues at hand and the comparison
beeing made.
Even though they are not contacted by the
management (67%) over issues to do with the
organizations, 52% are prepared to stay even if things
are difficult. The commitment of the subordinates is
further noted with 57% suggesting that the attitudes of
other employees do not affect their allegiance to the
firms. Nevertheless, the absence of advancement
opportunities does not affect 50% of the loyalists who
may want to continue with their organizations. A sizeable
majority (61%) of these employees do not wait to be
given directions; they give themselves work to do,
meaning they have a degree of empowerment and know
what should be done. Given, 67% believe that they got
the jobs by merit and not by default yet 73% of these
employees indicated that they are not skilled. This may
be because this is the best they could get given their
circumstances; 56% of them still want to advance another
degree of loyalty and employee engagement. Of
particular interest is the 70% who are prepared to be
accountable for whatever things they are given to do.
It can be stated in closing that there is a relationship
between leader-followership-organisation culture link
which is indispensible. There needs to be drawn a predetermined structure to bring about congruency between
the leadership, followership, tasks and the organisational
fit. Such a strategic-fit can enable management predict
the prefered levels of effective employee engagement.
Thus the higher the level of employee engagement, the
higher the probability of a workforce highly absorbed and
enthusiastic about their occupation. Also, an "engaged
employee" is positive about his/her work and if his/her
performance will be high which leads to the development
of a difficult-to-copy competitive advantage for the firm.
273
CONFLICT OF INTERESTS
The authors have not declared any conflict of interests.
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