achieving employee engagement through organizational culture : jims rohini

ACHIEVING EMPLOYEE ENGAGEMENT

THROUGH ORGANIZATIONAL CULTURE Paper Presented at International Conference on Contemporary Management Practices Creative or Dogmatic

Jagan Institute of Management Studies (JIMS) | www.JimsIndia.org

Presented by

Prof. Sunita Shukla I.T.S-Institute of Management,

Greater Noida

Prof. (Dr.) Bhavana Adhikari Amity University, Haryana

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AGENDA Put subtitle here

01 02 03 04

Overview Research

Objectives &

Methodology

Conclusion

Data

Analysis &

Research

Findings

OVERVIEW

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Jagan Institute of Management Studies (JIMS) www.JimsIndia.org

Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.

Employee Engagement is the degree of employee-organization alignment which strongly influences the business success factors like employee performance, productivity, reduced absenteeism, high customer satisfaction, loyalty and the overall profitability.

Engagement is much more than mere satisfaction.

What is Employee Engagement?

Organization's Strategy, leadership ability, culture, structure and processes, working conditions & personality of an employee are all inter-related with engagement levels.

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It is a system of shared meaning and set of assumptions, beliefs, values and norms that are shared by an organization’s members.

It serves to reduce human variability.

What is Organizational Culture?

It helps in controlling and shaping the employees behavior in organizations.

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OCTAPACE Values

1 Openness Freedom to communicate, share and interact without hesitation.

2 Confrontation Facing the problems and challenges boldly and not shying away.

3 Trust Maintaining the confidentiality of information shared by others and company.

4 Authenticity Congruence between what one feels and says.

5 Pro Action Taking initiative, preplanning and taking preventive action.

6 Autonomy Using and giving freedom to plan and act in one’s own sphere.

7 Collaboration Giving help to and accepting help from others in team.

8 Experimentation Using and encouraging innovative approaches to solve problems.

RESEARCH OBJECTIVES & METHODOLOGY

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Research Objectives

To study the engagement level of the employees in the organization.

To study the organizational culture through OCTAPACE profile in the organization.

To study the relationship between Org. Culture and Employee Engagement

To study the impact of Organisational Culture on the employee engagement.

Ho1: There is no relationship between openness dimension of OCTAPACE values and employee engagement.

Ho2: There is no relationship between confrontation dimension of OCTAPACE values and employee engagement.

Ho3: There is no relationship between trust dimension of OCTAPACE values and employee engagement.

Ho4: There is no relationship between authenticity dimension of OCTAPACE values and employee engagement.

Ho5: There is no relationship between pro-action dimension of OCTAPACE values and employee engagement.

Ho6: There is no relationship between autonomy dimension of OCTAPACE values and employee engagement.

Ho7: There is no relationship between collaboration dimension of OCTAPACE values and employee engagement.

Ho8: There is no relationship between experimentation dimension of OCTAPACE values and employee engagement.

To fulfill the first basis of objectives, following hypothesis were formulated for testing:

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This research is empirical in nature.

The research was conducted amongst the employees of one of the leading Indian digital e-commerce company located in the National Capital Region (NCR) with a sample size of 108 respondents in the year 2013.

The rationale behind selecting a single organization was to minimize the impact of variables like general working conditions and management policies etc on the employee engagement.

Research Methodology

150 employees were asked to participate in the survey and the questionnaire was handed over to them manually. From the target sample, 108 (N= 108) of them responded and returned the questionnaire.

Two standardized questionnaires have been used to gather information for this study.

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The independent variables were eight OCTAPACE values as measured by The OCTAPACE profile instrument developed by Pareek, U. K. (2003). It is four point likert scale.

The dependent variable was a composite engagement score as measured by the Utrecht Work Engagement Scale (Schaufeli & Bakker, 2003). It is seven point Likert scale.

Research Methodology

First data was analyzed based on mean weighted scores to assess engagement level of employees.

To test the third objective and various hypotheses, Pearson correlation analysis was used. For fourth objective, multiple regression technique was used.

DATA ANALYSIS & RESEARCH FINDINGS

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This indicates that there is more than average level of employee engagement in the organization. under study.

That reflects that employees of the organization are engaged which shows their commitment and motivation towards work.

The Engagement Level of Employees

in the Organization

The average score of employee engagement was found to be 4.26

out of 6

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Measurement of Organizational Culture

Dimensions Min. Value Max. Value Mean Standard Deviation

Openness 10 17 13.62 2.29

Confrontation 9 18 13.57 2.21

Trust 10 20 14.9 3.66

Authenticity 8 16 12.18 1.78

Procation 9 18 14.14 2.32

Autonomy 7 16 12.03 1.77

Collaboration 9 17 13.25 1.84

Experimentation 9 18 13.81 2.21

Mean and S.D. of eight dimensions of OCTAPACE profile

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Relationship between

OCTAPACE Values and Employee Engagement

Pearson correlation analysis was used to determine the degree of strength and direction of relationship between OCTAPACE Values and employee engagement.

The correlation coefficients (r) were interpreted as presented by Stockburger (1996) as follows: r = 0.01 to 0.20 indicates weak relationship. r = 0.21 to 0.50 indicates moderate relationship. r = 0.51 to 0.80 indicates strong relationship. r = 0.81 to 1 indicates very strong relationship.

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Hypothesis Testing

Ho1 There exists no significant relationship between openness dimension of OCTAPACE values and employee engagement.

There is significant positive and strong relationship found between openness dimension of OCTAPACE values and employee engagement at 95% level.

r = 0. 542, p = 0.000 < 0.05

Ho2 There is no relationship between confrontation dimension of OCTAPACE values and employee engagement.

There exists a significant moderate but positive relationship between confrontation dimension of OCTAPACE values and employee engagement at 95% confidence interval.

r = 0.328, p = .015 < 0.05

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Hypothesis Testing

Ho3 There is no relationship between trust dimension of OCTAPACE values and employee engagement.

There exists a insignificant weak relationship between trust dimension of OCTAPACE values and Employee Engagement at 95% confidence interval.

r = 0.178, p = 0.199 > 0.05

Ho4 There is no relationship between pro-action dimension of OCTAPACE values and employee engagement.

There exists significant moderate but positive relationship exists between pro-action dimension of OCTAPACE values and employee engagement at 95% confidence interval.

r = 0.278, p = 0.042 < 0.05

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Hypothesis Testing

Ho5 There is no relationship between autonomy dimension of OCTAPACE values and employee engagement.

There exists a insignificant weak relationship between autonomy dimension of OCTAPACE values and employee engagement

r = 0.118, p = .395 > 0.05

Ho6 There is no relationship between authenticity dimension of OCTAPACE values and employee engagement.

There exists a insignificant weak relationship between authenticity dimension of OCTAPACE values and employee engagement

r = 0.045, p = .745 > 0.05

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Hypothesis Testing

Ho7 There is no relationship between collaboration dimension of OCTAPACE values and employee engagement.

There exists a significant positive and strong correlation between collaboration dimension of OCTAPACE values and employee engagement.

r = 0.516, p =.000 < 0.05

Ho8 There is no relationship between experimentation dimension of OCTAPACE values and employee engagement.

There exists a there is a positive and moderate but insignificant correlation between experimentation dimension of OCTAPACE values and employee engagement.

r = 0.215, p =.118 > 0.05

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The Total Impact of OCTAPACE Values on

Employee Engagement

37.1% of variation in employee engagement (r2 value = 0.371) can be explained by OCTAPACE values of Organisational Culture only.

The result of multiple regression was very encouraging.

To know the total impact of OCTAPACE values on employee engagement Multiple regression technique was applied between employee engagement and OCTAPACE values of Organizational Culture.

This shows that if you want to have the employees who are engaged in their work then all OCTAPACE values of organization culture must be given due weightage.

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The Total Impact of OCTAPACE Values on

Employee Engagement

Employee Engagement =

The model having all eight OCTAPCE values of organization culture as independent variables and employee engagement as dependent variable explains the relationship by the following equation:

1.070 + 0.518OOpenness+ 0.209 OConfrontation+ 0.004OTrust- 0.075 OAuthenticity+ 0.079OAutonomy+0.637OCollaboration-0.181OExperimentation

The above equation shows that openness and collaboration dimensions of OCTAPACE values of organization culture contribute significantly in employee engagement.

Confrontation affects moderately but positively employee engagement.

Trust and autonomy have very small almost negligible effect on employee engagement. However, authenticity and experimentation negatively affect employee engagement.

CONCLUSION

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CONCLUSION

Employees of the organization are well engaged but there is still a scope of improvement.

The present study brings out a very important finding that employee engagement is heavily dependent on OCTAPACE values of organization culture. In fact almost 37% of variation in employee engagement can be explained by the OCTAPACE values of organization culture .

The correlation analysis of the study variables revealed that openness, collaboration, proaction and confrontation were positively and significantly correlated with employee engagement.

Out of four significant dimensions of OCTAPACE Values, Openness and Collaboration were found to be most significant variables in terms of their impact on engagement as revealed by the regression analysis.

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CONCLUSION

So present research concludes that the organization should also be concerned about the insignificant dimensions (trust, pro-activity, autonomy, authenticity, confrontation and experimentation) of organizational culture and organization should work for developing the organizational climate that requires the culture of openness, collaboration, trust, pro-action, autonomy, authenticity, confrontation and experimentation, which are interconnected and essential for every organization for its development.

Jagan Institute of Management Studies

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About JIMS

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achieving employee engagement through organizational culture : jims rohini

Education

employee engagement

employee performance

degree of employee

engagement levels

octapace profile

organizational culture

organization alignment

openness freedom