The Employee Engagement and Job Performance Nexus in a Top Autodealership Company
Abstract
This study explored the relationship between employee engagement and job performance within a leading Philippine auto dealership company. A quantitative approach was employed through a survey distributed to 351 employees across various locations. The findings revealed a youthful workforce with near-equal gender distribution and a high proportion holding college degrees. A slight majority reported being single, potentially indicating a preference for flexibility. Furthermore, the largest group had a tenure of 1-5 years, suggesting a sizeable cohort of newer employees.
Employee engagement was perceived to be high indicating a generally motivated and enthusiastic workforce. A significant positive correlation was identified between engagement and job performance, suggesting that more engaged employees perceived themselves as performing at a higher level. Based on these results, the study proposes actionable recommendations to enhance engagement. These include targeted strategies for the younger demographic, skill development programs for all employees, exploration of flexible work arrangements and well-being initiatives, and fostering a culture of recognition and alignment with the company's mission. By implementing these strategies, the dealership can cultivate a more engaged workforce, leverage its diverse strengths, and achieve sustained high performance.
References
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30. Solomon, B. C., Nikolaev, B. N., & Shepherd, D. A. (2021, April 22). Does Educational Attainment Promote Job Satisfaction? The Bittersweet Trade-offs Between Job Resources, Demands, and Stress. Journal of Applied Psychology. Advance online publication. http://dx.doi.org/10.1037/apl0000904.
31. Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.
32. Supriyanto, A. S., Ekowati, V. M., & Pujianto, Z. T. (2021). Employee Engagement: A Quantitative Review and Its Relationship with Job Satisfaction and Employee Performance. In International Conference on Engineering, Technology and Social Science (ICONETOS 2020), 268-273. Atlantis Press.
33. Utomo, S. T. D., Machmuddah, Z., & Setiawanta, Y. (2019). Balanced scorecard: learning and growth perspective. Jurnal Inovasi Ekonomi, 4(2), 55-66.
34. Yücel, İ. (2021). Transformational leadership and turnover intentions: the mediating role of employee performance during the COVID-19 pandemic. Administrative Sciences, 11(3), 81.
2. Agrawal, A. Y. U. S. H. I., & Chauhan, D. S. (2023). The Transformative Effect of Performance Management System. Iconic Research and Engineering Journals, 6(2), 1116-1122.
3. Ariyabuddhiphongs, V., & Kahn, S. I. (2017). Transformational leadership and turnover intention: The mediating effects of trust and job performance on café employees in Thailand. Journal of Human Resources in Hospitality & Tourism, 16(2), 215-233.
4. Batool, M., Nadim, M., Saeed, A. F., Wadood, F., Quresh, M., & Pucelj, M. (2023). Human resource strategy: enhancing organizational performance through effective HRM. PalArch's Journal of Archaeology of Egypt/Egyptology, 20(2), 1556-1573.
5. Dahal, R. K. (2022). Effectiveness of Learning and Growth Performance Metrics in the Nepalese Telecommunications Industry for Organizational Success. Problems and Perspectives in Management, 20 (4).
6. De Kretser, K. (2020). Gender Parity, Gender Equality, and Intersectionality: Public Perceptions of a ‘50: 50’Workforce. Linkoping University.
7. Do, T. T., & Pham, M. T. T. (2024). Exploring work engagement among young workers: The impact of gender, age, and experience. Multidisciplinary Reviews, 7(9), 2024194-2024194.
8. Eviana, N. (2024). The Role of Perceived Organizational Support (POS) and Employee Satisfaction to Enhance Employee Engagement: Do Gender and Tenure Matter?. Jurnal Manajemen Bisnis, 15(1), 13-31.
9. Günther, N., Hauff, S., & Gubernator, P. (2022). The joint role of HRM and leadership for teleworker well-being: an analysis during the COVID-19 pandemic. German Journal of Human Resource Management, 36(3), 353-379.
10. Hauff, S., Felfe, J., & Klug, K. (2022). High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior. The International Journal of Human Resource Management, 33(10), 2109-2137.
11. Inayat, W., & Jahanzeb Khan, M. (2021). A study of job satisfaction and its effect on the performance of employees working in private sector organizations, Peshawar. Education Research International, 2021(1), 1751495.
12. Janse van Rensburg, C. C., Claassen, C., & Fourie, A. (2019). The relationship between marital status and employment in South Africa. Journal of Economic and Financial Sciences, 12(1), 1-9.
13. Khalid, K., & Boraji, A. J. (2024). From high-performance work systems to retention: the engagement, proactivity, and performance bridge. Amazonia Investiga, 13(73), 318-330.
14. Kismono, G., & Hanggarawati, U. B. (2022). Gender and generation gaps in government organization: does it affect work engagement?. Jurnal Siasat Bisnis, 1-22.
15. Klinck, G., & Moraka, M. E. (2019). Evaluating the level of employee engagement in strategy implementation using the Balanced Scorecard. Jurnal Dinamika Sosial Budaya, 21(2), 82-90.
16. Lateef, S. F., Mohamed, F. R., & Hossny, E. K. (2021). The Relationship between Quality of Work Life, Psycho-Social Safety Climate and Nursing Staff Work Engagement and Organizational Commitment. Assiut Scientific Nursing Journal, 9(24.0), 18-29.
17. Leavy, P. (2022). Research Design: Quantitative, Qualitative, Mixed Methods, Arts-Based, and Community-Based Participatory Research Approaches. United Kingdom: Guilford Publications.
18. Lestari, U. P., & Sinambela, E. A. (2021). The Role of Tenure And Incentives on Employee Behavior. Cashflow: Current Advanced Research On Sharia Finance And Economic Worldwide, 1(1), 12-17.
19. Loring, A. J. (2021). Employee Engagement: A Qualitative Study of Inside Sales Representatives. Graduate and Professional School of Texas A&M University.
20. Mayo, A., & Scott-Jackson, W. (2018). Transforming Engagement, Happiness and Well-Being: Enthusing People, Teams and Nations. Palgrave Macmillan.
21. Morethe, S. L. M., Swarts, I., & Schultz, C. (2020). Talent development practices predict the employee engagement of human resource professionals. Southern African Business Review, 24, 20-pages.
22. Mulvie, A. (2021). Learning and Development for A Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees. Routledge.
23. Oktanofa, A. K., Arliawan, F. A., & Gustomo, A. (2022). Measuring and Improving Employee Engagement (A Study in PT. Svara Inovasi Indonesia). IPTEK Journal of Proceedings Series, (1), 425-431.
24. Qualtrics. (2019). The Essential Guide to Employee Experience Surveys. https://www.qualtrics.com/ebooks-guides/essential-guide-to-employee-experience-surveys/.
25. Radic, A., Arjona-Fuentes, J. M., Ariza-Montes, A., Han, H., & Law, R. (2020). Job demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees. International Journal of Hospitality Management, 88, 102518.
26. Radley, B. (2022). The Secret to Employee Retention Is Employee Engagement. Workday. https://blog.workday.com/en-us/2022/secret-employee-retention-employee-engagement.html.
27. Rathee, R., & Sharma, M. V. (2020). Journey of Engagement: From Personal Engagement to Employee Engagement (A Conceptual Review).
28. Rosdi, I. S., Alias, M., & Ismail, N. (2020). What Drives Employee Performance? Revisiting the Human Performance System Model. Jurnal Pengurusan, 59.
29. Shahi, K., Thapa, A., & Thapa, D. M. (2023). Enhancing Organizational Effectiveness Through Performance Evaluation: A Case Study of Cooperative Organizations in Surkhet Valley. Corporate Sustainable Management Journal, 1(2), 109-114.
30. Solomon, B. C., Nikolaev, B. N., & Shepherd, D. A. (2021, April 22). Does Educational Attainment Promote Job Satisfaction? The Bittersweet Trade-offs Between Job Resources, Demands, and Stress. Journal of Applied Psychology. Advance online publication. http://dx.doi.org/10.1037/apl0000904.
31. Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.
32. Supriyanto, A. S., Ekowati, V. M., & Pujianto, Z. T. (2021). Employee Engagement: A Quantitative Review and Its Relationship with Job Satisfaction and Employee Performance. In International Conference on Engineering, Technology and Social Science (ICONETOS 2020), 268-273. Atlantis Press.
33. Utomo, S. T. D., Machmuddah, Z., & Setiawanta, Y. (2019). Balanced scorecard: learning and growth perspective. Jurnal Inovasi Ekonomi, 4(2), 55-66.
34. Yücel, İ. (2021). Transformational leadership and turnover intentions: the mediating role of employee performance during the COVID-19 pandemic. Administrative Sciences, 11(3), 81.
Authors
[1]
“The Employee Engagement and Job Performance Nexus in a Top Autodealership Company”, Soc. sci. humanities j., vol. 8, no. 07, pp. 4335–4348, Jul. 2024, doi: 10.18535/sshj.v8i07.1199.
This work is licensed under a Creative Commons Attribution 4.0 International License.