Organizational practices and employee engagement: a case of Malaysia electronics manufacturing firms

Ling Suan Choo · Norslah Mat · Mohammad Ahmad Al‐Omari

55 citations0/0 files storedBusiness Strategy Series

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Purpose The purpose of this study is to examine the impact of organizational practices on employee engagement based on 97 sample respondents from a multinational electronics firm that is based in Malaysia. Design/methodology/approach This paper uses a survey; SPSS and multiple regression analysis. Findings The three dimensions of organizational practices, namely organizational communication, reward and recognition and employee development, explained 43.2 percent of the variance in employee engagement. This study also evidenced the significant relationship between organizational practices and employee engagement. Originality/value This study contributes to the body of knowledge regarding the important influence of organizational practices on employee engagement. The management may use the findings to further enhance organizational practices that lead to more engaged employees.

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References

2000Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being.1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 1999A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation.2006Antecedents and consequences of employee engagement 2004The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work 2007The role of personal resources in the job demands-resources model.2004Using the job demands‐resources model to predict burnout and performance

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