Why individual employee engagement matters for team performance?

Abstract

Purpose Adopting a multi-level research approach, this study aims to investigate the impact of employee engagement on team performance. It further explores the mediating effects of employee commitment and organizational citizenship behaviour on the employee engagement–team performance relationship. Design/methodology/approach The study follows a quantitative method. Data were collected through a self-administered questionnaire survey using snowball and convenience sampling. Descriptive statistics and bi-variate correlation analyses were conducted using SmartPLS 2 and SPSS 20 software, and subsequently, a structural equation model was developed. Findings The study suggests that better employee engagement could improve team performance in organizational contexts. Organizational commitment and citizenship behaviour played a mediating role in the employee engagement–team performance relationship. Further research on the meditating effects of demographic factors is suggested to advance knowledge in the employee engagement domain. Research limitations/implications Based on premises of the social exchange theory and the employee stewardship theory, the study integrates multi-level variables to impact of individual employee engagement on organizational team performance. The findings of the study contribute to the existing literature by providing empirical evidence of the impact of individual-level variables on team-level performance. It reiterates the need for multi-level modelling of organizational behavioural research. Originality/value The study used a multi-theoretical approach to investigate team performance in organizational contexts, i.e. individual employee engagement, organizational commitment and organizational citizenship behaviour. This integrated model using predictors from multiple levels demonstrates that team performance could be enhanced from interactions of different factors of individual behaviour.

A Study of the Adoption and Implementation of Enterprise Resource Planning (ERP): Identification of Moderators and Mediator

“…PLS-based structural equation modeling (PLS-SEM) is used to analyze the data, which is popularly used in management science in the last four decades. Scholars recommended the PLS-based SEM model over simple regression because it guarantees the robustness of the result via investigating the entire model rather than testing each path alone [83][84][85].…”

“…Table 1 displays the reliability and validity scores of this study. Reliabilities showed that both Cronbach's alpha and composite reliabilities are above the minimum threshold limit of 0.70 [6,84,94]. Estimates showed the minimum Cronbach's alpha and composite reliability scores are 0.821 (performance expectancy), and 0.837 (effort expectancy), respectively.…”

“…Hence precautionary measures were taken in advance to guard the negativity of biasness issues [55]. Initially, the respondents were assured of their anonymity which driven them to provide us accurate responses without any phobia of identity disclosure [84,86,90]. Furthermore, it is asserted that the present study would report on general industrial phenomena instead of highlighting on any specific firm's work-processes which incites them truly reflect their provoking thoughts of their daily working environment.…”

“…Thus, no issue is observed about the discriminant validity of any constructs [96]. Therefore, it can be opined that the measurement model evaluation demonstrates a good fit in terms of reliability and validity [84,86].…”

“…Furthermore, it is asserted that the present study would report on general industrial phenomena instead of highlighting on any specific firm's work-processes which incites them truly reflect their provoking thoughts of their daily working environment. Additionally, we experimented Harman's one-factor test to explore if there is any single factor explaining more than 50 percent of the total variance [84]. Estimates sanctioned that not a single factor explains more than 50 percent of the total variances.…”