The aim of this research was to evaluate employee engagement within Northlands Medical Group, Namibia and its potential impact on organisational performance. The company management made a realisation that there was a dearth of robust information regarding employees’ engagement levels, as well as their intentions to quit or stay, and factors influencing these. This was a quantitative survey study and a structured questionnaire was used to ascertain the factors affecting employee engagement. The survey was conducted telephonically to a study population of 80 respondents. The study population was randomly selected from the company database of all the employees.
Employee performance and the nature of interaction with customers are critical in the service industry such as the health care industry. Employee engagement, a contemporary concept linked to employee job satisfaction and motivation, has been well recognised in the literature as being sturdily correlated with their performance, presentism, and advocacy and retention intentions. Therefore, organisations need to empirically and robustly measure employee engagement amongst their staff complement, and determine factors that may influence it, so as to take evidence-based remedial action.
Findings from primary research pertaining to the factors affecting engagement levels of the employees at Northlands Medical Group revealed that there were 3 main factors that affect employee engagement namely emotional, cognitive/mental and physical energy factors. The majority of the Northlands Medical Group employees have been found to be actively engaged in all the three major factors that affect engagement. In relation to describing the relationship between employee engagement and organisational performance, findings revealed that there is a very strong connection between employee engagement and organisational performance. The primary research findings revealed that the majority of the Northlands Medical group employees were fully committed to their job, the organisation and they have great advocacy for the company to potential employees and clients. This could be a sign of active engagement and in turn, organisational performance thrives from that.
Table of Contents
CHAPTER 1
INTRODUCTION
1.1 Introduction
1.2 Background of the problem
1.3 Research problem
1.4 Aim of the research
1.5 Research objectives
1.6 Research questions
1.7 Significance of the research
1.8 Format of the study
1.9 Conclusion
CHAPTER TWO
2.1 Introduction
2.2 Definition of employee engagement
2.3 Types of employee engagement
2.4 Components of employee engagement
2.5 Theoretical frameworks
2.5.1 Khan’s model on employee engagement
2.5.2 The Saks model on employee engagement
2.5.3 The Aon Hewitt model on employee engagement
2.5.4 The Robinson model on employee engagement
2.6 Factors influencing employee engagement
2.6.1 Emotional energy factors
2.6.2. Cognitive/ Mental energy factors
2.6.3 Physical energy factors
2.7 Impact of employee engagement on organisational performance
2.8 Job performance (outputs) of employee engagement
2.8.1 Task performance
2.8.2 Intention to quit
2.8.3 Organisational citizen behaviour (OCB)
2.9 Ways of improving employee engagement in the workplace
2.10 Research model
2.11 Conclusion
CHAPTER 3
RESEARCH METHODOLOGY
3.1 Introduction
3. 2 Research philosophy
3. 2. 1 Positivist research paradigm
3.2.2 Phenomenological research paradigm
3.3 The research design
3.3.1 Descriptive Research
3.4 Research Strategies
3.4.1 Positivist Research Strategy Surveys
3.4.2 Phenomenological Research Strategies
Case study
Grounded theory
3.4.3 Combined Research Strategies
3.5 Target population
3.6 Sampling
3.6.1 Probability sampling
3.6.2 Non-probability
3.7 The research instrument
3.7.1 Questionnaire construction
3.8 Pilot study
3.9 Administration of questionnaires
3.10 Collection of questionnaires
3.11 Data analysis
3.12 Validity and reliability
3.13 Limitations of the research
3.14 Elimination of bias
3.15 Ethical considerations
3.16 Conclusion
CHAPTER 4
RESULTS, DISCUSSION AND INTERPRETATION OF FINDINGS
4.1 Introduction
4.2 Response rate
4.3 Biographic information
4.4 An exploration of the factors affecting engagement levels of the employees at Northlands Medical Group in Namibia
4.4.1 Job intensitvy
4.4.2 Job Effort
4.4.3 Job Energy Devotion
4.4.4 Performing Job Well
4.4.5 Job Completion
4.4.6 Job Energy Exertion
4.4.7 Job Enthusiasm
4.4.8 Energy on the Job
4.4.9 Job Interest
4.4.10 Job Pride
4.4.11 Job Positivity
4.4.12 Job Excitement
4.4.13 Job Focus
4.4.14 Paying Attention at the Job
4.4.15 Job Concentration
4.4.16 Job Focus and Attention
4.4.17 Job Absorption
4.4.18 Devotion to Job Attention
4.5 An exploration of the impact relationship between employee engagement and organisational performance
4.5.1 Engagement with the Organisation through Commitment
4.5.2 Engagement with Management through Open Communication Policies
4.5.3 Engaged Mostly with the Organisation
4.5.4 Intention to Quit
4.5.5 Staying on the Job and High Performance
4.5.6 Company Advocacy to Potential Employees
4.5.7 Company Advocacy to Potential Clients
4.5.8 Job Performance and Positive Impact on Organisational Performance
4.6 Conclusion
CHAPTER 5
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
5.2 Findings from the study
5.2.1 Findings from the literature review
5.2.2 Findings from the primary research
5.3 Conclusions
5.3.1 Conclusion on objective One: To ascertain the factors affecting the engagement levels of the employees at Northlands Medical Group
5.3.2 Conclusion on objective Two: The relationship between employee engagement and organisational performance
5.4 Recommendations
5.5 Area/s for further study
5.6 Conclusion
Research Objectives and Focus
The primary aim of this research is to evaluate employee engagement within the Northlands Medical Group in Namibia and its influence on organisational performance, addressing the lack of empirical data regarding staff engagement levels and their impact on operational success.
- Identification of key factors (emotional, cognitive, and physical) that influence employee engagement.
- Assessment of the relationship between engagement levels and organisational performance metrics.
- Evaluation of turnover intentions and employee advocacy.
- Provision of evidence-based recommendations to management for fostering a more engaged workforce.
Excerpt from the Book
4.4.4 Performing Job Well
To the question of performing well on the job, Figure 4.7 shows that 39, 5% of the respondents agreed with the question and 60, 5% strongly agreed as well. This shows that all the employees at Northlands Medical Group are fully engaged as they try their hardest to perform well at their job. Just like this study’s findings, Margolis (2014) discovered that engaged workers go to work, and they can be themselves. No role playing–just doing what they love to do with their head, their heart and their body totally directed at performing the tasks of their job. When engaged, work does not feel like work. Instead, work is a means of self-expression. When employees are highly engaged they will always put their all into their work and this, in turn, will result in better organisational performance.
Summary of Chapters
CHAPTER 1: This chapter introduces the study's background, problem statement, research objectives, and the significance of investigating employee engagement within Northlands Medical Group.
CHAPTER 2: This chapter provides an in-depth review of existing literature, covering definitions, theoretical engagement models (Khan, Saks, Aon Hewitt, Robinson), and factors impacting employee performance.
CHAPTER 3: This chapter outlines the research methodology, detailing the study's positivist philosophy, descriptive design, and the use of structured questionnaires for quantitative data collection.
CHAPTER 4: This chapter presents the study's findings, utilizing statistical data and visual representations to analyze factors affecting engagement and the correlation with organisational performance.
CHAPTER 5: This chapter synthesizes the study's findings, provides concluding remarks on the research objectives, and offers actionable recommendations for management to improve staff engagement.
Keywords
Employee engagement, organisational performance, Northlands Medical Group, job satisfaction, emotional energy, cognitive energy, physical energy, retention, job performance, task performance, organisational citizenship behaviour, Namibia, management, staff motivation, human resources.
Frequently Asked Questions
What is the core focus of this research?
The research investigates the levels of employee engagement at Northlands Medical Group in Namibia and explores how these levels impact the overall organisational performance of the company.
What are the primary themes examined in the study?
The study examines three main dimensions of employee engagement: emotional energy, cognitive (mental) energy, and physical energy, and their subsequent impact on business outcomes.
What is the primary objective of this dissertation?
The goal is to ascertain the factors influencing engagement levels and to describe the relationship between these levels and organisational success, ultimately providing recommendations to the management.
Which research methodology was utilized?
The study employed a quantitative research approach, using a positivist research paradigm and a descriptive research design, gathering primary data via structured telephonic questionnaires.
What does the main body of the work cover?
The main body includes a literature review of engagement models, a detailed description of the research methodology, and an analysis of survey findings regarding how employees feel about their work, management, and the company.
Which keywords define the research?
The research is best characterized by terms such as employee engagement, organisational performance, job satisfaction, retention, and human resources.
Why is the "Job Intensity" factor important for this group?
The study found that a high percentage of employees work with high intensity, which serves as a key indicator of their engagement and commitment to performing their duties effectively within the medical group.
What are the implications for employee turnover at Northlands Medical Group?
The findings analyze the "intention to quit" as a surrogate indicator for turnover, highlighting that while most employees are committed, specific areas of dissatisfaction require management intervention to prevent potential loss of talent.
- Citar trabajo
- Maidaani Adelaide Matare (Autor), 2019, An Investigation into Employee Engagement and its Impact on Organisational Performance, Múnich, GRIN Verlag, https://www.grin.com/document/513112
