The influence of time on employee engagement in the SA business environment
International Journal of Productivity and Performance Management
ISSN: 1741-0401
Article publication date: 19 November 2018
Issue publication date: 19 November 2018
Abstract
Purpose
The purpose of this paper is twofold: first, to investigate the influence of time on the results of the dimensions of employee engagement; and second, to determine whether there are any significant differences between the levels of engagement of the different demographic groups, so as to determine specific future interventions to improve employee engagement.
Design/methodology/approach
This study adopted a quantitative approach employing a survey which used a questionnaire to collect data from the same convenience sample, over a three-year period. The differences were tested by measuring change through an analysis of variance.
Findings
Three dimensions, namely, team commitment, team orientation and organisational strategy and implementation were significantly higher in the third than first period. Africans and respondents on lower job grades reported significantly lower levels of engagement than white respondents and top management.
Research limitations/implications
The limitation of the study is the low participation rate of some groups.
Practical implications
Top management can foster engagement in addition to introducing effective interventions, based on sound measurement, to improve employees’ engagement levels.
Social implications
Engaged employees are happy/healthy, which can be expected to spill over to their lives outside of the workplace and thus favourably influence society.
Originality/value
Limited longitudinal research in connection with employee engagement is published. This study provides evidence of a valid barometer for a multicultural, developing economy, against which employee engagement can be measured.
Keywords
Citation
Martins, N. and Nienaber, H. (2018), "The influence of time on employee engagement in the SA business environment", International Journal of Productivity and Performance Management, Vol. 67 No. 9, pp. 1682-1702. https://doi.org/10.1108/IJPPM-11-2017-0299
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited