Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Exploring the Employee Engagement in Telecom Sector


Affiliations
1 Department of MBA, Kathua Campus, University of Jammu, Jammu & Kashmir, India
2 The Business School, University of Jammu, Jammu & Kashmir, India
     

   Subscribe/Renew Journal


A service employee who is engaged can be characterized as enthusiastic, energetic, motivated, and passionate about his or her work; whereas, a disengaged worker is one who is apathetic, robotic, depersonalized, estranged, and withdrawn from her or his job (Salanova et al., 2005). So, it’s an attitude held by the employees towards the organization which ultimately improves performance of employee within the job. This paper focuses on the exploring the factorial dimensions which ultimately decide employee engagement in private telecom players in the state of J&K. Data have been collected from 150 employees working in major private telecom players in J&K through simple random sampling. The factorial dimensions that ground employee engagement are identified. Descriptive statistics like mean and standard deviation and their inter-relationship with each other have been studied using Pearson’s product moment correlation. Regression analysis is used to check the impact of employee engagement on employee intention to stay in organization. Finding of the paper reports the five factorial dimensions of employee engagement namely: ‘job characteristics’, ‘rewards and recognition’, ‘organizational justice’, ‘perceived organizational support’, and ‘job satisfaction’. Further, results indicate that employee engagement predicts the level of employee intention to stay in the organization.

Keywords

Employee Engagement, Employee Intention to Stay, Factorial Dimensions, Telecom Industry.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Alvi, A. K., & Abbasi, A. S. (2012). Impact of organizational justice on employee engagement in banking sector of Pakistan. Middle-East Journal of Scientific Research, 12(5), 643-649.

  • AbuAlRub, R. F., Omari, F. H., & Al-Zaru, I. M. (2009). Support, satisfaction and retention among Jordanian nurses in private and public hospitals. International Nursing Review, 56(3), 326-332.

  • Aurand, T. W., Gorchels, L., & Bishop, T. R. (2005). Human resource management’s role in internal branding: An opportunity for cross-functional brand message synergy. Journal of Product and Brand Management, 14(3), 163-169. Retrieved from http://dx.doi.org/10.1108/10610420510601030

  • Balain S., & Sparrow, P. (2009). Engaged to Perform: A new perspective on employee engagement: Executive Summary. Lancaster University Management School.

  • Little, B., & Little, P. (2006). Employee engagement: Conceptual issues. Journal of Organizational Culture, Communications and Conflict, 10(1), 111-120.

  • Bhalerao, S. K. (2013). Work-life balance: The key driver of employee engagement. ASM’s International E-Journal of Ongoing Research in Management and IT, 8(3), 1-9.

  • Boon, O. K., Arumugam, V., Safa, M. S., & Bakar, N. A. (2006). HRM and TQM: Association with job involvement. Personnel Review, 36(6), 939-962.

  • Cho, S., Johanson, M. M., & Guchait, P. (2009). Employees’ intent to leave: A comparison of determinants of intent to leave versus intent to stay. International Journal of Hospitality Management, 28, 374-381.

  • Fields, D., Pang, M., & Chiu, C. (2000). Distributive and procedural justice as predictors of employee outcomes in Hong Kong. Journal of Organizational Behaviour, 21(5), 547-562.

  • Ram, P., & Prabhakar, G. V. (2011). An enquiry into the mediatory role of employee engagement: Evidence from the hotel industry in Jordan. Far East Journal of Psychology and Business, 5(2), 41.

  • Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive justice reactions to pay raise decisions. Academy of Management Journal, 32, 115-130. Retrieved from http://dx.doi.org/10.2307/256422

  • Rashid, H. A., Asad, A., & Ashraf, M. M. (2011). Factors persuading employee engagement and linkage of EE to personal and organizational performance. Interdisciplinary Journal of Contemporary Research in Business, 3(5), 98-108.

  • Harrison-Walker, L. J. (2001). The measurement of word-of-mouth communication and an investigation of service quality and customer commitment as potential antecedents. Journal of Service Research, 4(1), 60-75.

  • Latham, G. P., & Pinder, C. C. (2005). Work Motivation Theory and Research at the Dawn of the Twenty-First Century. Annual Review of Psychology, 56, 485-516. Retrieved from http://dx.doi.org/10.1146/annurev.psych.55.090902.142105

  • Lease, S. H. (1998). Annual review, 1993-1997: Work attitudes and outcomes. Journal of Vocational Behavior, 53(2), 154-183.

  • May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety, and availability and the engagement of the human spirit at work. Journal of Occupational Psychology, 77, 11-37.

  • McFarlin, D. B., & Sweeney, P. D. (1992) Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes. Academy of Management Journal, 35, 626-637. Retrieved from http://dx.doi.org/10.2307/256489

  • Menguc, B., Auh, S., Fisher, M., & Haddad, A. (2013). To be engaged or not to be engaged: The antecedents and consequences of service employee engagement. Journal of Business Research, 66(11), 2163-2170.

  • Mueller, C. W., & Wallace, J. E. (1996). Justice and the paradox of the contented female worker. Soc. Psychol. Q., 59(4), 338-349.

  • Ngobeni, E. K., & Bezuidenhout, A. (2011). Engaging employees for improved retention at a higher education institution in South Africa. African Journal of Business Management, 5(23), 9961-9970.

  • Bakar, N. B. A., Rahman, A. R. A., & Rashid, H. M. A. (2005). Factors influencing auditor independence: Malaysian loan officers’ perceptions. Managerial Auditing Journal, 20(8), 804-882.

  • Perryer, C., Jordan, C., Firns, I., & Travaglione, A. (2010). Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support. Management Research Review, 33(9), 911-923.

  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600-619.

  • Salanova, M., Agut, S., & Peiro J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217-1227.

  • Shuck, B., & Reio, T. G. (2011). Employee engagement and well-being a moderation model and implications for practice. Journal of Leadership & Organizational Studies, 21(1), 43-45.

  • Sarangi, S., & Srivastava, R. K. (2012). Driving employee engagement in nationalized banks in India. International Conference on Economics, Business Innovation, IPEDR, 38, 131-134.

  • Towers, P. (2003). Working today: Understanding what drives employee engagement. The 2003 Towers Perrin Talent Report. Retrieved February 15, 2007, from http://www.towersperrin.com

  • Vazirani, N. (2005). Employee engagement’. SIES College of Management Studies. Working Paper Series. vol 20, pp. 709-34.

  • Walker, J. W. (2001). Perspectives. Human Resource Planning, 24, 6-10.

  • Wellins, R. S., Bernthal, P., & Phelps, M. (2005). Employee engagement: The key to realizing competitive advantage. Retrieved from www.ddi.com

  • Wiersema, M. F., & Bird, A. (1993). Organizational demography in Japanese firms: Group heterogeneity, individual dissimilarity, and top management team turnover. Academy of Management Journal, 36, 996-1025.


Abstract Views: 240

PDF Views: 0




  • Exploring the Employee Engagement in Telecom Sector

Abstract Views: 240  |  PDF Views: 0

Authors

Jyoti Sharma
Department of MBA, Kathua Campus, University of Jammu, Jammu & Kashmir, India
Meenakshi Nargotra
The Business School, University of Jammu, Jammu & Kashmir, India

Abstract


A service employee who is engaged can be characterized as enthusiastic, energetic, motivated, and passionate about his or her work; whereas, a disengaged worker is one who is apathetic, robotic, depersonalized, estranged, and withdrawn from her or his job (Salanova et al., 2005). So, it’s an attitude held by the employees towards the organization which ultimately improves performance of employee within the job. This paper focuses on the exploring the factorial dimensions which ultimately decide employee engagement in private telecom players in the state of J&K. Data have been collected from 150 employees working in major private telecom players in J&K through simple random sampling. The factorial dimensions that ground employee engagement are identified. Descriptive statistics like mean and standard deviation and their inter-relationship with each other have been studied using Pearson’s product moment correlation. Regression analysis is used to check the impact of employee engagement on employee intention to stay in organization. Finding of the paper reports the five factorial dimensions of employee engagement namely: ‘job characteristics’, ‘rewards and recognition’, ‘organizational justice’, ‘perceived organizational support’, and ‘job satisfaction’. Further, results indicate that employee engagement predicts the level of employee intention to stay in the organization.

Keywords


Employee Engagement, Employee Intention to Stay, Factorial Dimensions, Telecom Industry.

References