Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)

Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)

Nowadays, the importance of retaining and attracting skilled Employees for the success of organization was recognized by business leaders. Therefore, organizations have progressively centered on Employee engagement in the last two decades as an approach to augment the skills and abilities of human...

Full description

Saved in:
Bibliographic Details
Main Author: Alquabe'h, Mohammad Saqr Atieh
Format: Thesis
Language:eng
eng
Published: 2016
Subjects:
HF5548.7-5548.85 Industrial Psychology
Online Access:https://etd.uum.edu.my/5910/1/s817472_01.pdf
https://etd.uum.edu.my/5910/2/s817472_02.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.5910
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor R.A. Siam, Mohammed
topic HF5548.7-5548.85 Industrial Psychology
spellingShingle HF5548.7-5548.85 Industrial Psychology
Alquabe'h, Mohammad Saqr Atieh
Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)
description Nowadays, the importance of retaining and attracting skilled Employees for the success of organization was recognized by business leaders. Therefore, organizations have progressively centered on Employee engagement in the last two decades as an approach to augment the skills and abilities of human resource. The increased focus on employee engagement was not surprising due to the benefit attached with it were clear. Furthermore, recent research has found that employee engagement not only enhance their job performance but is also helpful in skills up gradation. The purpose of this study is to examine and gain a better understanding of the strategies that influence the employee engagement in JEPCO. This study was done among 108 staffs in JEPCO. The data were collected through questionnaires and analyzed by using (SPSS). Throughout the statistical analysis – correlation analysis, it is found that there is a significant relationship between the three independent variables namely Employee Communication, Rewards system and leadership support with the dependent variables, Employee Engagement. Among all three independent variable, leadership support is found to be the most independent variable in driving the employee engagement in JEPCO.
format Thesis
qualification_name masters
qualification_level Master's degree
author Alquabe'h, Mohammad Saqr Atieh
author_facet Alquabe'h, Mohammad Saqr Atieh
author_sort Alquabe'h, Mohammad Saqr Atieh
title Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)
title_short Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)
title_full Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)
title_fullStr Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)
title_full_unstemmed Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO)
title_sort strategies that influence employee engagement: a study of jordanian electric power company limited (jepco)
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2016
url https://etd.uum.edu.my/5910/1/s817472_01.pdf
https://etd.uum.edu.my/5910/2/s817472_02.pdf
_version_ 1747827989903572992
spelling my-uum-etd.59102021-04-05T01:55:44Z Strategies that influence employee engagement: A study of Jordanian Electric Power Company Limited (JEPCO) 2016 Alquabe'h, Mohammad Saqr Atieh R.A. Siam, Mohammed Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5548.7-5548.85 Industrial Psychology Nowadays, the importance of retaining and attracting skilled Employees for the success of organization was recognized by business leaders. Therefore, organizations have progressively centered on Employee engagement in the last two decades as an approach to augment the skills and abilities of human resource. The increased focus on employee engagement was not surprising due to the benefit attached with it were clear. Furthermore, recent research has found that employee engagement not only enhance their job performance but is also helpful in skills up gradation. The purpose of this study is to examine and gain a better understanding of the strategies that influence the employee engagement in JEPCO. This study was done among 108 staffs in JEPCO. The data were collected through questionnaires and analyzed by using (SPSS). Throughout the statistical analysis – correlation analysis, it is found that there is a significant relationship between the three independent variables namely Employee Communication, Rewards system and leadership support with the dependent variables, Employee Engagement. Among all three independent variable, leadership support is found to be the most independent variable in driving the employee engagement in JEPCO. 2016 Thesis https://etd.uum.edu.my/5910/ https://etd.uum.edu.my/5910/1/s817472_01.pdf text eng public https://etd.uum.edu.my/5910/2/s817472_02.pdf text eng public masters masters Universiti Utara Malaysia Aniruddha Limaye, Razeyeh Jalali and Divya Martyn (2013), Building a High Performance Workforce : A Study on Rewards and Recognition practices in India. Ashok M. (2005). Engagement for the mind body, and soul. Human Capital. Barrett, A., & O‟Connell, P. J. (2001). Does training generally work? The returns to in-company training. Industrial and Labor Relations Review, 54, 647-662. Bates, S. (2004). Getting Engaged: Half of Your Workforce May be Just Going Through the Motions. HR Magazine, 44-51. Batt, R., & Valcour, P. (2003). Human resources practices as predictors of work-family outcomes and employee turnover. Industrial Relations: A Journal of Economy & Society, 42(2), 189-220. Baumruk, R. (2004). The Missing Link: The Role of Employee Engagement in Business Success, (report of a Hewitt Associates/Michael Treacy study) Workspan, 48-53. Bernthal, P.R., & Erker, S. (2004). Selection forecast: Recruiting and hiring talent. Pittsburgh, PA: Development Dimensions International. Bernthal, P. & Wellins, R. (2003). Leadership Forecast: A benchmarking study. Pittsburgh, PA: Development Dimensions International. Bhatnagar, J. (2007). Talent Management Strategy of employee engagement in Indian ITES employee: Key to retention. Employee Relations, 29(6), 640-663. Blessing W. (2005). Employee Engagement Report 2005. Research Report. Princeton, NJ. Buckingham, M. & Coffman, C. (1999). First, Break All the Rules: What the World’s Greatest Managers Do Differently. New York: Simon & Schuster. Cawe, M. (2006). Factors Contributing to Employee Engagement in South Africa. University of Witwatersrand, Johannesburg. Conference Board (2003). Linking People Measures to Strategy. Research Report R- 1342-03-RR. New York, NY. Conrad, C. (1994) Strategic Organizational Communication: Towards the Twenty Cooper, D. R., & Schindler, P. S. (2008). Business Research Methods (10th ed.): McGraw Hill Companies, Inc., New York. Cropanzano R.S. & Kacmar, K.C. (1995). Organizational politics, justice, and support: managing the social climate of the workplace. Westport: Quorum. De Cenzo, David A. & Robbins, Stephen P. (1996) Human Resource Management, New York: John Wiley & Sons, Inc. Downs, W., & Hazen, M. (1977). A factor analytic study of communication satisfaction. Journal of Business Communication, 14(3), 63-73. Effron, M., Gandorsey R., & Goldsmith, M. (2003) Human Resources in the 21st Century. John Wiley and Sons Inc., New Jersey. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. Eisenberger, R., Singlhamber, F., Vandenberghe, C., Sucharski, I., Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived support and employee retention. Journal of Applied Psychology, 87, 565–573. Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2(1), Employee Engagement. Research Summary. Corporate Executive Board Ewing, M. (2005). An Engaged Workforce. Public Relations Tactics, 10-11 First Century. New York: Harcourt Brace Fleming, J. H., Coffman, C., & Harter, J. K. (2005). Manage your human sigma. Harvard Business Review, 83(7/8), 106–114. Gilson, L. and Harter, L.M. (2004) „The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work‟, Journal of Occupational and Organizational Psychology. (77).11-37. Hackman, J. & Oldham, G. (1976). Motivation through design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250-279. Hammer, B., Kossek, E., Yragui, N. L, Bodner, E., & Hanson, C. (2009). Development and validation of a multidimensional measure of family supportive supervisor behaviors (FSSB). Journal of Management, 35(4), 837-856. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279 Heathfield S. M. (2005). The Power of Positive Employee Recognition: How to Herzberg, F. Hopsken, W. G. (2000). Quantitative Research Design, Sport-science Journal, 4(1), Iyer, S., and Israel, D. (2012). Structural equation modeling for testing the impact of organization communication satisfaction on employee engagement. South Asian Journal of Management, 19(1), 51-81. Janssen, O., (2005). The joint impact of perceived influence and supervisor supportiveness on employee innovative behavior, Journal of Organizational Behavior, 78, 573 – 579. Jeffrey, S. & Schaffer, V. (2007), the Motivational Properties of Tangible Incentives, Compensation and Benefits Review, May-June, 44-50. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724. Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45, 321–349. Ketter, P. (2008). The Big Deal about Employee Engagement. Training and Development, 44-49. Kitchen, P. J., and Daly, F. (2002). Internal communication during change management. Corporate Communications: An International Journal, 7(1), 46-53. Kopp, Lauren, R. (2013). The Effects of Perceived Supervisor Work-Life Support on Employee Work- Life Balance, Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior. Kossek, E. E. (2005). Workplace policies and practices to support work and families. In Krueger, J. & Killham, E. (2006) Why Dilbert is right? Gallup Management Journal, Luthans, F. (2001). Employee Engagement and Manager Self-efficacy; Implications for managerial effectiveness and development. Journal of Management Development, 21(5), 376-387. Maslach, C., Schaufelli, W.B. & Leiter, M.P. (2001), “Job burnout”, Annual Review of Psychology, 52, 397-422. May, R. Gilson, R.L. and Harter, L.M. (2004) „The psychological conditions of meaningfulness, safety and availability and the engagement of the human soul at work‟, Journal of Occupational and Organisational Psychology, 77, pp11-37. McAdams, J.L. (1995), 'Rewarding Special Performance: Low-cost, High-impact Awards,' in The Performance Imperative: Strategies for Enhancing Workforce Effectiveness, (eds). H. Risher and C. Fay, San Francisco, CA: Jossey Bass, pp. 361388. McBrain, R. (2007). The Practice of Engagement. Strategic HR Review, 6, 16-19. Nitin, V. (2007). Employee Engagement. Nerul: SIES College of Management Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634 Padmakumar Ram & Gantasala V. Prabhakar (2011). The role of employee engagement in workrelated outcomes, Interdisciplinary Journal of Research in Business, 1 (3). Ramsay, C. S., & Finney, M. I. (2006). Employee engagement at Intuit. Mountain View, CA: Intuit Inc. Robert J. Vance (2006). Employee Engagement and Commitment A guide to understanding, measuring and increasing engagement in your organization. US: SHRM Foundation Robinson, D., Perryman, S. & Hayday, S. (2004). The Drivers of Employee Engagement. Institute of Employment Studies Report , 408( 2) 335-362 Rothbard, N.P. (2001). Enriching or depleting? The dynamics of engagement in work and family roles. Administrative Science Quarterly, 46, 655-84. Ruck, K., & Welch, M. (2012). Valuing internal communication: Management and employee perspectives. Public Relations Review, 38(2), 294-302. Saks, A.M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21 (6), 600-619. Saks, A.M. (2008). The meaning and bleeding of employee engagement: How muddy is the water? Industrial and Organizational Psychology, 1, 40-43. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92. Schaufeli, W.B. and Bakker, A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organizational Behavior, 25, 293-315. Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V. and Bakker, A.B. (2002). The measurement of engagement and burnout: a two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92. Serino, B. (2002), Non-cash Awards Boost Sales Compensation Plans, Workspan, 45, 8, 24-27. Shaffer, J. (2004). Measurable Payoff: How Employee Engagement Can Boost Performance and Profits. Communication World. Shalley, C.E., Zhou, J, & Oldham, G.R. (2004). The effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of Management, 30, 933-9 Smith, A. (2011). Internal social marketing: Lessons from the field of services marketing. In Hastings, G., Angus, K., and Bryant, C. (Eds.), The Sage Handbook of Social Marketing. 298-316. Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relations. Personnel Psychology, 52, 591–620. Towers Perrin (2005). Towers Perrin 2004 European Talent Survey: Reconnecting with Employees: Attracting, Retaining, and Engaging Your Workforce. Research Report. London, UK. Towers Perrin (2008). Confronting Myths: What really matters in attracting, engaging and retaining your workforce? Global Workforce Study. Truss, K., Soane, E., Edwards, C. Y. L., Wisdom, K., Croll, A., and Burnett, J. (2006). Working life: Employee attitudes and engagement 2006. Chartered Institute of Personnel and Development. Great Britain: Antony Rowe. Walker Information, (2000). Halfway out the door: The Walker Information and Hudson Institute national employee relationship report. Indianapolis, IN: Walker Information, Inc. Watson Wyatt. (2001/2002). Human capital index: Human capital as a lead indicator of shareholder value. Washington, DC: Watson Wyatt Worldwide. Watzlawick, P. Beavin J.H., D.D (1967). Pragmatics of Human Communication: A study of Interactional Patterns, Pathologies and Paradoxes. New York: W.W. Norton. Wayne, S. J., Shore, L.M. & Liden, R. C. (1997). Perceived organizational support and leadermember exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111. Welch, J., & Welch, S. (2006, May 8). Ideas the Welch way: How healthy is your company? Business Week, 126. Wellins, R. S., Bernthal, P., & Phelps, M. (2006). Employee Engagement: The Key to Realizing Competitive Advantage. Development Dimensions International, Inc., MMV., 1-30. Gatenby, M., Rees, C., Soane, E. and Truss, C (2009) Employee engagement in context. London: Chartered Institute of Personnel and Development. Robinson, D., Perryman S., & Hayday, S. (2004). The drivers of employee engagement. IES Report 408, John Storey, Patrick M Wright, David Ulrich eds. (2008). The Routledge Companion to Strategic Human Resource Management. David Guest, „Review of Employee Engagement: Notes for a Discussion, December 2008‟ unpublished paper prepared specifically for the MacLeod Review. Robinson, D. (2008) „Employee engagement: an IES perspective‟, Presentation to the IES HR Network. Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2009). The role of leadership style in employee engagement. In M. S. Plakhotnik, S. M. Nielsen, & D. M. Pane (Eds.), Proceedings of the Eighth Annual College of Education & GSN Research Conference (pp. 15-20). Miami: Florida International University. http://coeweb.fiu.edu/research_conference/. Simon L Albrecht Arnold B Bakker Jamie A Gruman William H Macey Alan M Saks, (2015),"Employee engagement, human resource management practices and competitive advantage", Journal of Organizational Effectiveness: People and Performance, Vol. 2 Iss 1 pp. 7 – 35. Catteeuw, F., Flynn, E., & Vonderhorst, J. (2007). Employee engagement: Boosting productivity in turbulent times. Organizational Development Journal, 25, 151-156. SUAN, C. (2009). Factors that Influence Employee Engagement: A Study of Celestica Malaysia SDN. BHD.. Unpublished Master Thesis. Peter Sibanda, Taruona Muchena, Farai Ncube (2014) "Employee Engagement and Organisational Performance in A Public Sector Organisation in Zimbabwe", International Journal of Asian Social Science. 4(1). 89-99. Ncube, F. Sibanda, P. Maunganidze, L. (2013) The Competitive Advantages of Organisations in Zimbabwe's Hospitality Industry: A Case of Two Organizations. Journal of Emerging Trends in Economics and Management Sciences. 4(3).

Similar Items