Employee Engagement and Perceived Financial Performance: A Serene Insight

Abstract

Employee engagement encompasses and connects a vast range of management discipline which turns it to be a wide spread concept. The correlation between employee engagement and perceived financial performance has rarely been studied. The intention of this study scrutinizes the connection between employee engagement and perceived financial performance. Based on data extracted from 67 HR managers in the listed companies in Sri Lanka, the study investigates two hypothesized relationships; the relationship between employee engagement and perceived financial performance, and the mediating role of employee job performance on the relationship between employee engagement and perceived financial performance. These ideas initiate important discussion for academics and practitioners.

Nature of Employee Engagement: Rethinking its Levels

“…Iddagoda and Opatha (2017) highlighted several study gaps in the employee engagement literature. They address these gaps in the literature via their investigations of Iddagoda et al (2016), Iddagoda and Opatha (2020), and Iddagoda and Gunawardana (2017).…”

Employee Engagement Fail to Boost the Relationship Between Learning Organization and Financial Performance

“…Song et al (2014) state that the theoretical foundation of the relationship between the learning organization and employee behavioral outcomes was addressed in the literature, but a few established studies have been conducted in the organizational development field. Moreover, researches conducted partial relationship between learning organization and employee engagement (Yeo, 2002;Heraty, 2004;Mancey & Schneider, 2008;Christian et al, 2011;Hatane, 2015;Malik & Gang, 2017;Hussain & Ishak, 2017;Malik, 2017;Islam & Tariq, 2017), learning organization and financial performance (Skerritt, 1995;Marsick & Watkins, 2003;Phillips, 2003;Dirani, 2006;Weldy, 2009;Abrahamson, 2010;Antonsen et al, 2010;Huang, 2011;Dahanayake & Gamlath, 2013;Atiku,2014;Ziemak, 2015;Leufven et al, 2015;Katou, 2016;Hussein et al, 2016;Srivastava et al, 2016, Kim et al, 2016, and employee engagement and financial performance (Harter et al,2002;Ellinger et al, 2002;Xanthopoulow, 2009;Cooke, 2010;Rich et al, 2010;Christian et al, 2011;Berg, 2013;Anitha J, 2014;Singh, 2016;Kazimoto, 2016;Iddagoda, 2017;Marzuki, 2017;Smith & Bititci, 2017;Valdivia et al, 2018). Employee engagement rarely conducted comprehensively on measurement in mediating effect to explain performance improvement in the learning organization culture and financial performan...…”

The Employee’s Personal Character and its Imperative in the Post-Covid-19 Pandemic World

“…Employees are the most important asset of any organization. This results from a fact that an employee who is cognitively, emotionally and behaviourally committed to their job as well as to their organization (Bulińska-Stangrecka and Iddagoda, 2020; Iddagoda and Opatha, 2020) increases the organizational financial performance (Iddagoda and Gunawardana, 2017). Many organizations consider ways for saving financial resources through employee lay-offs, especially in crisis periods (Muthusamy et al, 2018;Madagamage et al, 2018;Dewasiri and Tharangani, 2014).…”