Organizational Culture and Employee Engagement: An Interrelationship Study in Hospitality Industry of Himachal Pradesh (original) (raw)
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Vilakshan - XIMB Journal of Management, 2021
Purpose Extensive work related to examining predictors and determinants of employee engagement and job performance have been conducted in past studies. A dearth of studies relating organizational culture and employee engagement with contextual and task performance in the hospitality industry necessitated the present study. This study aims to examine variability in the task and contextual performance owing to employee engagement and organizational culture. Design/methodology/approach The study has been conducted in four districts of Himachal Pradesh using a multistage sampling technique. A total of 360 hotel employees were involved in collecting their responses through a structured questionnaire. Findings The results of multiple regression showed that vigor, dedication and absorption variables of employee engagement contribute toward contextual performance. Vigor and absorption affect the task performance of employees. In the case of contextual performance vigor shows maximum contrib...
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Employee engagement has been a global issue and organizations have to deal with it to strive for success. Employee engagement is defined as commitment and emotional attachment of an employee or group towards the organization. Organizational culture is one of the predictors that contributes to employee engagement. Therefore, the purpose of this research is to determine the roles of organizational culture (clan, adhocracy, hierarchy, and market) toward employee engagement in a manufacturing company in Malaysia. This research is a quantitative study, which used a self-administered questionnaire as an instrument to collect data. The data were successfully collected from 127 respondents out of 190 total population. The questionnaires and all data collected were conveniently distributed to all respondents and analysed using the Statistical Package for the Social Sciences (SPSS) software version 23 respectively. The multiple regression analysis indicated that clan, adhocracy and market culture had significant and positive relationship with employee engagement while hierarchy culture had no significant and negative relationship with employee engagement. Thus, only H 1 , H 2 and H 3 were supported. The contribution of the study is to examine how clan, adhocracy, hierarchy, and market culture affects employee engagement in manufacturing company in Malaysia. Organizational culture research in manufacturing sectors, specifically in Malaysia, remains mostly unexamined. Thus, by examining the four main working cultures, i.e., clan, adhocracy, hierarchy, and market, we can present manufacturing employers with insight into how to adapt their work culture to engage their employees.
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The term 'engagement' is one of the most talked terms in the field of human resource management. Surely this reflects its importance as a tool for effective management of employees, however at the same time this also reflects the complexities that it involves. A lot of surveys have been conducted to ascertain the better way of engaging employees, be it through recommendation of changes in technology or policy or organisation's mission or change in internal way of working. However, the more the research and new practices we come across and apply every day the more challenges we face particularly in Indian hospitality sector wherein retaining good employees for long and holding them to grow with the organisation is often a challenge. This paper examines the methods adopted at Radisson Blu Hotel Group (RDN), Nagpur in keeping score of its employee engagement at high level, resulting in business performance. The paper would discuss the various approaches adopted, be it: • Bringing a culture which intrinsically develops employee engagement; • Instant recognition of a good work; • Applying forced measures to secure good health of employees; • Imbedding fun as part of work; • Ensuring process oriented employee career growth; • Managing work life balance; • Developing employees' basic skills as per need of the society; • Strategizing engagements activities as per tenure in organisation. Thus, the paper tries to find out the success or lack of it in any of the activities adopted at this work place and tries to derive a better way of implementing all this methods.
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Despite the recognized importance of organizational culture (OC) for favorable organizational effects, empirically is relatively little known about its impact on employee engagement (EE), in Balkan countries, especially in the Republic of North Macedonia. To address this gap the purpose of this study is to explore the relationship between OC components and three dimensions of EE (vigor, dedication and absorption). To conduct this study a survey of 152 public secondary education employees who operate in the Republic of North Macedonia was done. The gathered data was analyzed using SPSS program. Results indicated that several components of the OC are significantly related to EE dimensions, such as employee vigor, dedication, and absorption. As a result, the study concludes that OC has a significant positive effect on EE dimensions both in and out of school. The outcomes of this study significantly contribute to a better understanding of the OC-EE relationship in the non-profit organizations.
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