Engagement

Topics: Organizational studies and human resource management, Job satisfaction, Motivation Pages: 18 (5812 words) Published: June 21, 2013
Interdisciplinary Journal of Research in Business

Vol. 1, Issue. 3, March 2011(pp.47-61)

The role of employee engagement in work-related outcomes
Dr. Padmakumar Ram
Director of Experiential Education & Associate Professor, School of Management, New York Institute of Technology, Sixth circle - Zahran Street, P.O. Box 840878 Amman 11184, Jordan E-mail: pram01@nyit.edu

Dr. Gantasala V. Prabhakar
Department Assessment Director & Assistant Professor, School of Management, New York Institute of Technology, Sixth circle - Zahran Street, P.O. Box 840878 Amman 11184, Jordan E-mail: gpradhak@nyit.edu

ABSTRACT: Engaging employees is one of the top five most important challenges for management, according to a survey of 656 chief executive officers (CEOs) from countries around the world (Wah 1999). Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature. In this study we investigated the antecedents and consequences of employee engagement in Jordanian Industry. A snowball sample of 310 respondents from the Jordanian hotel industry was interviewed using the research instrument. The sample comprised of employees from different levels of management. The results confirm the relationship between Employee Engagement and Perceived Organizational Support. The effect of Job Characteristics, Intrinsic and Extrinsic Rewards, Perceived Supervisor Support, Perceptions of Procedural Justice, Perceptions of Distributive Justice on Employee Engagement is also confirmed. The hypotheses considered in this study are supported by the evidence from data collected from a sample of respondents drawn from the hotelindustry in Jordan.

Keywords: Job Characteristics, Intrinsic and Extrinsic Rewards, Perceived Supervisor Support, Perceptions of Procedural Justice, Perceptions of Distributive Justice, Employee Engagement

1. INTRODUCTION Employee engagement is a strategic approach for driving improvement and encouraging organizational change. Within the U.S workforce, Gallup organization‘s Gallup Workplace Audit (1992-99) estimates this to cost more than $300 billion in lost productivity alone. Gallup‘s engagement ratio is a macro-level indicator of an organization‘s health that allows executives to track the proportion of engaged to actively disengaged employees. The average working population ratio of engaged to actively disengaged employees is near 2:1. Engaging employees requires a year-round focus on changing behaviors, processes, and systems to anticipate and respond to an organization‘s needs. High levels of employee engagement occur when employees are involved with, committed to, enthusiastic, and passionate about their work. Areas of focus include defining the concept of employee work engagement, how it is measured, how often it occurs, the costs of disengagement, the business benefits linked to positive engagement, and how workplaces can be changed to encourage engagement. Employee engagement has become a widely used and popular term (Robinson et al. 2004). However, most of what has been written about employee engagement can be found in practitioner literature and consulting firms. As noted by Robinson et al. (2004), there has been surprisingly little academic and empirical research in this area. The purpose of this study was to investigate the potential mediating relationship of employee engagement between job characteristics, perceived extrinsic & intrinsic rewards, perceived procedural justice, perceived

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Interdisciplinary Journal of Research in Business

Vol. 1, Issue. 3, March 2011(pp.47-61)

distributive justice and perceived supervisor support on the one hand, and job satisfaction, job involvement, and organizational citizenship behavior on the other.

2. LITERATURE REVIEW In the academic literature, employee engagement has been defined in different ways. Kahn (1990,p. 694)...
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