Identifying the organizational and individual factors perceived to contribute to employee enngagement towards the development of employee engagement program for Bank X
This study determined the level of employee engagement and its drivers as expected and or perceived by employees in Bank X. The participating Bank employs more than 1000 employees with branches nationwide in the Philippines. There were two (2) instruments used for the study: a survey questionnaire n...
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| Format: | text |
| Language: | English |
| Published: |
Animo Repository
2018
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| Subjects: | |
| Online Access: | https://animorepository.dlsu.edu.ph/etd_masteral/5626 |
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| Institution: | De La Salle University |
| Language: | English |
| Summary: | This study determined the level of employee engagement and its drivers as expected and or perceived by employees in Bank X. The participating Bank employs more than 1000 employees with branches nationwide in the Philippines. There were two (2) instruments used for the study: a survey questionnaire namely, Utretch Work Engagement Scale (UWES-9) to measure the engagement level; a questionnaire guide for semi-structured interviews with the participants who scored very high engagement and low to very low engagement rating.
Results showed that there were organizational and individual factors affecting employee engagement level as perceived or experienced by the respondents culled from the interviews. The organizational factors revealed to be engager were the tangible payoffs, non-tangible payoffs, and leadership role. The importance of employee engagement program addressing the total rewards system such as the tangible forms of pay and the non-tangible forms of pay will drive engagement. The highly engaged respondent revealed that more than the cash forms of pay they give more value on the non-financial or the psychic form of rewards. This pertained to relational forms which referred to supervisors recognition and status, employment security, challenging work, and opportunities to learn. The leadership role is given emphasis in this study. This pertained to leadership qualities and expectations from a leader on how the leader does performance management and development careers of employees, employs team dynamic, and process effective communication. The individual factors that contributed to employee engagement level were the personal values, competency, and security of income. The demographic variable with significant relationship with engagement were age and job level. |
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