The Relevance of Employee Engagement Indices as a Performance Measure and Indicator in Institutions - Dissertation Example

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The Relevance of Employee Engagement Indices as a Performance Measure and Indicator in Institutions Abstract Employee engagement has become one of the most significant developments in the field of human resource management in recent history, and attempts have been made to develop an objective measure of employee engagement that enables managers to improve organizational performance…
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The Relevance of Employee Engagement Indices as a Performance Measure and Indicator in Institutions
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Download file to see previous pages This dissertation seeks to establish the relevance of employee engagement indices as performance measures and indicators with practical use in organizations. It examines the effectiveness of employee engagement indexing as a common practice among institutions in measuring organizational performance. The study found that employee engagement indices bore significant relationship to certain aspects of companies’ operational performance, to degrees that vary among the scale and type of the organization. Human resources aspects of operations that are significantly related to EEI are the line manager’s actions, the degree to which employees believe management will take action based on the EEI survey, the employees’ workload, their pay, the team with which they work, and the organizational policies and practices that impact upon their working conditions. Overall, the employee engagement index is an effective tool in improving performance, provided the EEI is formulated according to firm-specific factors and conditions, and provided they are analysed consistently and refined strategically over the long term. Table of Contents Abstract 2 List of Tables 7 Chapter 1: Introduction 8 1.1Chapter overview 8 1.2 Background of the problem 8 1.3Purpose of the Study 10 1.4Aim and Objectives 10 1.5Research questions 11 1.6Assumptions 12 1.7Rationale and significance of the study 12 1.8 Chapter summary 13 Chapter 2: Literature review 15 2.1 Chapter overview 15 2.2 Concept of employee engagement 15 2.3 Engagement as a driver of productivity 18 2.3 Practices in measuring employee engagement 24 2.4 Identified drivers or measures of employee engagement 26 2.5 Chapter summary 27 Chapter 3: Research methodology and methods 28 3.1 Chapter overview 28 3.2 Research approach and strategy 28 3.4 Research methods and techniques 29 3.5 Methods of data gathering 31 3.6 Methods of data analysis 32 3.7 Hypotheses 33 3.8 Description of population and sample 33 3.9 Limitations of the research methodology 34 3.10 Ethical and Political Considerations 36 3.11 Chapter summary 36 Chapter 4: Data Analysis 38 4.1 Chapter overview 38 4.2 Respondent profile 38 4.3 Respondents’ perceptions based on mean scores 45 Table 15: MNE, LDC, and SME Mean scores and standard deviation 53 4.4 Correlational study 58 4.5 Regression analysis 62 4.5.1 Overall Sample 62 4.5.2 Multinational Enterprises 68 4.5.3 Large Domestic Corporations 71 4.5.4 Small and Medium Scale Enterprises 73 4.6 Qualitative information provided by respondents 77 4.7 Chapter summary 78 Chapter 5: Conclusions and Recommendations 80 5.1 Chapter overview 80 5.2 Summary of findings 80 5.3 Conclusion 86 5.4 Recommendations 87 5.5 Directions for future research 89 Bibliography 90 Appendix 92 List of Tables Table 1: Frequency distribution according to age 38 Table 2: Frequency distribution according to gender 39 Table 3: Frequency distribution according to education 39 Table 4: Frequency distribution according to position in the company 40 Table 5: Frequency distribution according to scale of company 41 Table 6: Frequency distribution according to employment status 42 Table 7: Frequency distribution according to length of stay 43 Table 8: Frequency distri ...Download file to see next pagesRead More
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