Employee engagement outcomes at the organizational level within the Malaysia SME business (original) (raw)
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Employee Engagement: A Qualitative Research on Critical Factors Within Malaysia's Sme Businesses
2015
Employee engagement has been acknowledged as a vital factor contributing to organizational success and could have positive implications in all aspects of any business. For Small and Medium Enterprises (SMEs), they have to also focus on employee engagement to be successful. Hence, the objective of this paper is to explore the critical factors of employee engagement outcomes at organizational levels within SME business in Malaysia. The respondents for this study will be drawn from SMEs’ top management in Malaysia. This study will be using convergent interviewing and content analysis as a data collection technique and data analysis technique respectively. Findings of this study are expected to make theoretical and managerial contributions.
Small and medium-sized enterprises (SMEs) are significant both to the individual in providing employment and raising standard of living, as well as to the nation in contributing to national GDP and total export. However, SMEs in Malaysia have not been given adequate attention by researchers in addressing problems related to employee engagement. As a result, this study aims to explore the vital factors of organizational-level outcomes of employee engagement in Malaysia's SMEs. Six organizational-level outcomes of employee engagement were identified, namely employee retention, profitability, absenteeism, customer satisfaction, productivity, and customer loyalty. This qualitative study will be using the snowball sampling technique in the selection of participants. The participants of this study will consist of chief operating officers (CEO). A series of interviews will be conducted using converging interview technique and data analysis will utilize content analysis technique. The expected benefits of this study to policy-makers, top managers of SMEs, human resource managers of SMEs, and future researchers were highlighted.
BAFE2017, 2017
Business entity either small and medium scale enterprises (SME) or manufacturing based entity play a big role towards economic growth in Malaysia, and in order to continue to sustain and elevate the economic growth, every business entities need to continue to sustain their larger asset in organisation, which is human capital. The focus of this paper to study on the relationship of four independent variables, mainly employees trust in management, perception on job security, elements of essential reward, and positive work environment towards developing employee engagement in a business entity towards achieving organisation objectives. A stronger employee engagement will bring a positive financial bottom-line, cohesive operational integration and sustainable business environment for an organization that would motivate employees to perform at effectively. This resulted in elevate higher organizational standards in entity performance. Social Exchange Theory and Motivation Theory are applied as reflection of employee engagement formulation. Empirical studies were conducted with data collected from employees from two business entity in Penang, Malaysia. Participant in the research was ranging from non-executives, executives and management level. Though this study, researcher found that elements of employees trust to their management, existence of elements of essential reward, and positive job environment contribute towards engaged employee for their business entity. This result gives suggestion for corporate captain on mechanism to develop the successful employee engagement.
Employee Engagement: A Study from the Private Sector in Malaysia
Employee engagement is a major problem in a private sector in Malaysia. This problem needs to be addressed urgently in order to cope with the uncertainty of turbulent industry condition. This paper attempts to determine the antecedents of employee engagement such as job autonomy, strategic attention, role benefit and goal setting in private sector in Malaysia. A survey method was used to collect 204 responses from private sector employees in Malaysia which are engaged in telecommunication, finance, IT, property and plantation. The result of the regression analysis has shown tremendous outcome indicated that job autonomy, goal setting and role benefit had significant effect on employee engagement in private sector industries. This study has given an important role to the organization in developing strategy for their human resource development to enhance productivity and reducing cost of hiring new employees. Keywords Employee Engagement, Job Satisfaction, Management Strategy, Private Sector, Malaysia
International Journal of Academic Research in Economics and Management Sciences, 2021
Employee engagement at the workplace has been a significant discussion among researchers and academicians. Most companies believe that employee engagement is the primary concern because employee engagement can positively impact their organisations. Many factors contributed to the employee engagement rate, coming from both the employer and the employees. One of the essential contributions to Malaysia's GDP is in the manufacturing sector. Therefore, to better understand this industry, the employee engagement of this sector needed to be studied. The purpose of this study is to examine the impact of organisational practices on employee engagement based on 76 sample respondents of a semiconductor manufacturing company based in Melaka, Malaysia. This paper uses a survey, SPSS and multiple regression analysis. The three dimensions of organisational practices, namely organisational culture, leadership style and compensation, explained 50.8 per cent of the variance in employee engagement. This study also evidences the significant relationship between organisational practices and employee engagement. This study contributes to the body of knowledge regarding the important influence of organisational practices on employee engagement in a semiconductor manufacturing company. The management may use the findings to enhance organisational practices that lead to more engaged employees.
An Exploratory Study on Employee Engagement and its Impact on Organizational Performance I
Employee Engagement has appeared on the management scene in a big way fairly recently. Employee engagement is the sum total of the work place behavior demonstrated by the people. Such behavior is characterized by, belief in organization, Drive to work to make things better, understanding of business context, Respect and support for others & Desire to learn new skills. The level of employee engagement affects key results such as sales, customer satisfaction, and innovation and employee turnover. An engaged workforce is capable of delivering sustained differentiation and significant competitive advantage. The present study is undertaken at manufacturing sector of Anand city, Gujarat. The aim of the study is to know the overall level of employee engagement and its impact on organizational performance. Sample covers 70 employees in the manufacturing unit, Anand, Gujarat. The findings of the present study are that organizations have often had a focus on how to generate engagement, rather than seeking objective ways to measure it. Results therefore show that there are no deeply disengaged administrative workers in the organization. They recognize that a highly engaged workforce can increase innovation, productivity, and bottom-line performance while reducing costs related to hiring and retention in highly competitive talent markets.
Individual Factors and Work Outcomes of Employee Engagement
Procedia - Social and Behavioral Sciences, 2012
Employee engagement is emerging as a critical organizational issue especially as businesses are recovering from the trauma of the global recession. Employee engagement has been an area of interest among many researchers and it had received a greater recognition among consulting firms. Therefore, there is a need for academic research on the construct to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. This study was conducted on 104 HR officers working at the Inland Revenue Board of Malaysia with the purpose ascertaining the uncertainty about the influence of individual factors of employee engagement on work outcomes using the measures of employee engagement (job and organization engagements) as the mediating variables and the social exchange theory as the theoretical underpinning. The mean, standard deviation, t-test and multiple regression were employed for data analysis. The findings of this study showed a significant difference between job engagement and organization; with co-employee support as a major individual factor that influences both measures of engagement and the work outcomes.
Factors Influencing Employee Engagement and its Impact on Organizational Performance
Bagiswori Journal
Purpose: The purpose of this study is to identify the factors affecting the employee engagement as well as to examine the effect of employee engagement on organizational performance. Design/Methodology/Approach: Descriptive and Analytical research design was used for data analysis. A convenient sample of 200 employees of Nepal Telecom responded to a structured questionnaire. Correlation and Regression analysis were performed to examine the hypothesis. Findings: The result shows that identified factors like career development, compensation, work environment, team and co-worker relationship, organizational policies and workplace wellbeing have positive and significant impact on employee engagement whereas Leadership has negative and insignificant impact on employee engagement. Further, the result also shows employee engagement had significant impact on organizational performance. Practical Implication: Organization must focus and effort on the factors like organizational policies and ...
An Overview of Literature on Employee Engagement
2017
An organization may become successful by manufacturing and distributing better products, having better cost structure, and advanced technology, but these factors are not the guarantee for their continued success as these can be imitated by others. On the other hand, organizations where employees are given importance, and they work as team members, can create high organizational value, sustainable competitive advantage, and continuing growth. This research paper is an attempt to provide an overview and reference to know the status of employee engagement and its practices in India with special reference to Small and Medium Enterprises. KeywordsEmployee Engagement, Engagement Drivers, Small and Medium Enterprises, India
Employee engagement as an innovative tool for achieving success: An empirical study
Excel International Journal of Multidisciplinary Management Studies, 2012
Employee Engagement has gained considerable popularity in the past 20 years and has become more important issue in globalized scenario. Due to increased competition and complexities, there is growing evidence of disengagement primarily as a result of layoffs and minimal pay increase. The previous studies show that there is a deeper, more fundamental issue that sits at the heart of the problem, an issue that has nothing to do with a general lack of knowledge or understanding, but is concerned with the increasing misalignment between organizational and individual aspirations. A growing number of organizations in service sector see engagement as the outcome of a healthy psychological contract and how engaged an individual is with their job. The present paper is devoted to examine the level of Employee Engagement in IT (Service) industry and to identify the most important factor for engagement. The research design is exploratory cum descriptive. The data is collected through questionnaire and the random sampling is being used. The results show that working environment scores the highest, is the most important factor for enhancing the employee engagement. Also the paper focuses on how employee engagement can be used as an an antecedent of organisation success.