Building a Proactive, Engagement Culture in Asset Management Organizations

Abstract

This study developed a path model to examine the impact of perceived organizational support and leader-member exchange on organizational culture within asset management organizations in Australia. Additionally, a path from organizational culture to employee engagement was also examined. Survey responses from 90 technical and engineering employees within asset management organizations were analyzed using partial least squares modeling. The results provide support that perceived organizational support and leader-member exchange were positively and significantly related to organizational culture and that organizational culture was positively and significantly related to employee engagement. As a result, the findings from this study provide asset managers with insights to assist the movement from reactive to proactive organizational cultures and to enhance the engagement of asset management engineering and technical employees with optimizing the performance and competitiveness of their organizations.

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