Critical analysis of drivers of employee engagement and their impact on job performance

Abstract

Orientation: This study examines the impact of drivers of employee engagement on job performance and investigates the relationship between employee engagement and job performance.

Research purpose: The purpose of this study is to assess how various factors, such as job characteristics, organisational support, support from superiors, rewards, recognition, and organisational justice, influence employee engagement and subsequently affect job performance.

Motivation for the study: The researcher is motivated by the need to understand the drivers of employee engagement and their implications for job performance in organisations, particularly in the context of the Sultanate of Oman.

Research approach/design and method: The study was conducted based on a closed-ended questionnaire across various industries in the Sultanate of Oman, focusing on three levels of management: junior, middle, and senior. Non-probability convenience sampling was utilised. The study employed models of drivers leading to employee engagement and assessed their impact on job performance.

Main findings: The study reveals that drivers of employee engagement significantly affect job performance across all levels of management. Job characteristics and rewards and recognition emerged as strong predictors of job performance.

Practical/managerial implications: Organisations are encouraged to prioritise the development and nurturing of employee engagement, fostering a two-way relationship between employers and employees. Engaged employees contribute to higher retention rates, increased productivity, profitability, growth, and customer satisfaction.

Contribution/value-add: This study provides valuable insights into the relationship between employee engagement and job performance in the Sultanate of Oman, offering guidance for the development of effective employee engagement strategies aimed at improving organisational outcomes.