Impact of the Demographic Variables on the Employee Engagement - An Analysis

Abstract

Employees play a pivotal role in the success of every organization. They help to achieve organizational objectives. Various studies indicate that a highly-engaged employee can help the organization to respond to the changes in environment, competition, and changing workforce. The extent to which an employee believes in the mission and purpose of an organization and demonstrates commitment through their action and their attitude towards their employer is employee engagement. The aim of this paper is to understand the impact of demographic variables such as age and gender on employee engagement in IT companies in South Chennai. The drivers considered for the study are superior, performance appraisal and reward and recognition. The study was conducted among employees working in various IT companies situated in South Chennai. The data was collected using a structured questionnaire and was analysed using appropriate statistical tools. It was observed that the age of the respondents has an influence on the drivers of employee engagement. It was further noted that gender has no impact on the selected drivers of employee engagement. However, the female respondents are found to be more influenced by the employee engagement initiatives by the IT companies in Chennai.

Leadership dimensions, employee engagement and job performance of selected consumer-packaged goods firms

“…In sectors like manufacturing, they need a good style such as transactional, laissez-faire style of leadership. Empirical evidences have shown that leadership behaviours have an influence on employee performance (Lianying et al, 2018;Marcus & Namitha, 2017;Maria & Álvaro, 2019). This suggests leaders that are strong overshadow weak leaders, also transformational style of leadership brings about greater performance than transactional style of leadership.…”

“…The questionnaire items were modified and adopted standard questions based on items from the validated survey works of previous scholars in similar subject areas. The leadership dimensions' items were from (Ana et al, 2014;Anastasia, 2018;Deribe, 2016;Lianying et al, 2018) and employee engagement were also adapted from previous studies (Khan et al, 2016;Marcus & Namitha, 2017;Sasmita & Manoj, 2018;Sunita et al, 2015). Job performance measurements were adopted and adapted from (Isabel et al, 2019;Olanipekun et al, 2015;Simbo et al, 2012;Thomas, 2017;Zohra et al, 2018).…”

“…Extant literature have justified leadership and supervisor role as the key drivers to employee engagement (Chris & Abeh, 2016;Ghadi et al, 2013;Hilde et al, 2017;Sasmita & Manoj, 2018). Obviously, employee engagement is pivotal to the success of any organisation in today's dynamic and competitive environment (Marcus & Gopinath, 2017;Chitra & Munivenkatappa, 2017;Zhang et al, 2014). Kahn (1990) first used the word employee engagement in 1990 and defined it as the process of harnessing members of the organisation to their roles and encouraging workers to cognitively, physically and emotionally express themselves throughout role performance.…”

Contextual and task performance: role of employee engagement and organizational culture in hospitality industry

“…Christen et al (2006) noted that job performance increased with both effort and ability. Previous research suggests that among the various variables influencing job performance; employee engagement and organizational culture play an important role (Carrell and Elbert, 1974;K onya et al, 2016;Marcus and Gopinath, 2017;Kalia and Bhardwaj, 2019).…”

Contextual and Task Performance: Do Demographic and Organizational variables matter?

“…To overcome these problems, different factors that affect the job performance of hotel employees such as job characteristics, work environment, individual factors, esteem, leadership, among others were identified (Dodd et al, 2015;Bakker et al, 2012;Chughtai and Buckley, 2010). Previous research studies suggest that among all the various factors affecting the job performance of employees, widely contributing factors are demographic variables, organizational variables, employee engagement and organizational culture (Carrell and Elbert, 1974;Konya et al, 2016;Marcus and Gopinath, 2017).…”