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Employee Engagement: Measuring Factors to Improve Organizational Outcomes

Laake, Steven P, Laake
http://rave.ohiolink.edu/etdc/view?acc_num=osu1469024933

Abstract Details

2016, Master of Science, Ohio State University, Agricultural and Extension Education.
Highly engaged employees invest more of themselves and are willing to expend more of their discretionary effort to help their employer succeed. Unfortunately for employers, fewer than one of every five workers are considered to be actively engaged in their work and a Gallup survey estimated that deficiencies associated with low levels of employee engagement cost employers more than $300 billion per year in lost productivity. Employee engagement has lacked a consensus definition in the scholarly literature, but research on the concept has evolved considerably since William Kahn introduced engagement in the workplace in the 1900’s. Organizations have also placed a greater importance on facilitating engaging work environments as a means to attract and retain talent, which is shown to influence desirable business outcomes. This study sought to expand on relevant employee engagement literature and research that suggested there may be factors beyond typical workplace conditions that influence overall employee engagement. This study measured four factors of employee engagement: Workplace Conditions, Trait Engagement, Psychological State Engagement, and Behavioral Engagement. Employees at Concept Services, LTD, a business development and lead generation organization were invited to complete a survey instrument. Respondents were asked to identify their level of agreement with a series of statements related to the four factors of employee engagement. The purpose of this study was to describe and better understand how components of employee engagement relate to individual performance and ultimately organizational performance. Overall, respondents in this study skewed towards agreement in most cases, which suggested that Concept Services, LTD employees’ basic needs were being met and employees felt a sense of dedication to the organization. Organizations can utilize information gathered from the results of this study to impact recruitment processes, work environments, training programs, and professional development opportunities. Valuing employee engagement from a variety of dimensions can lead to more successfully recruiting and retaining talent, thus leading to more desirable business outcomes and a competitive advantage that is difficult to imitate.
Robert Birkenholz (Advisor)
Jeff King (Committee Member)
88 p.
Agricultural Education
employee engagement, organizational outcomes, productivity, behavior

Recommended Citations

Citations

  • Laake, Laake, S. P. (2016). Employee Engagement: Measuring Factors to Improve Organizational Outcomes [Master's thesis, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1469024933

    APA Style (7th edition)

  • Laake, Laake, Steven. Employee Engagement: Measuring Factors to Improve Organizational Outcomes. 2016. Ohio State University, Master's thesis. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1469024933.

    MLA Style (8th edition)

  • Laake, Laake, Steven. "Employee Engagement: Measuring Factors to Improve Organizational Outcomes." Master's thesis, Ohio State University, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=osu1469024933

    Chicago Manual of Style (17th edition)

osu1469024933
10,076
© 2016, some rights reserved.Creative Commons License Employee Engagement: Measuring Factors to Improve Organizational Outcomes by Steven P Laake Laake is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. Based on a work at etd.ohiolink.edu.
This open access ETD is published by The Ohio State University and OhioLINK.