Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement
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ORIGINAL RESEARCH
Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement Adedapo Adewunmi Oluwatayo1
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Olufunmilayo Adetoro1
Received: 3 July 2019 / Accepted: 4 July 2020 Ó Global Institute of Flexible Systems Management 2020
Abstract Scholars have suggested that employee engagement depends on their personal attributes, as well as the work contexts and human resources management practices of organizations. Little study however exists in professional firm contexts. This study set out to investigate the influence of work context, employee attributes and human resource management practices on the job engagement of employees, taking samples from architectural firms, where employees are considered as core resources. Data for this survey were obtained with the use of questionnaire. The data were analyzed using descriptive statistics and regression analysis. Moderate level of job engagement was found among the employees. The level of engagement was mostly predicted by the human resource practices and employees’ personal attributes. In particular, feedback from principal and clear job description were found to be core human resource management practices that architectural firms can leverage to enhance employee job engagement. Flexible work practices like lunch arrangements, work hours and autonomy were found to also influence job engagement among the architects. This study fills the gap in the literature on the need to fully understand the concept of job engagement in the context of architectural professional service firms, where such study is sparse. Keywords Architectural firms Architectural practice Employee attributes Employee job engagement & Adedapo Adewunmi Oluwatayo [email protected] Olufunmilayo Adetoro [email protected] 1
Department of Architecture, Covenant University, Ota, Ogun State, Nigeria
Flexible work practices Human resource management practices Nigeria Professional service firm Work environment
Introduction Recently, job engagement has drawn the attention of management researchers. Next to retaining best talents and hiring skilled talents, employee engagement has been rated as the third critical human resource management challenge (Jose and Mampilly 2014). Park and Gursoy (2012) posited that the reason for this is that engaged employees are rated higher in their performances in assigned and extra roles, with implications for employee retention and job performance (Akingbola and van den Berg 2017). Shuck and Reio (2014) also suggested that employee engagement has implications for their relationship with customers. For a profession like architecture, where interaction with clients is high, this becomes very important. This is because although engaged employees are not necessarily workaholics, they are happy and productive, since they find their work intriguing and challenging (Bhuvanaiah and Raya 2016). In line with this, engaged employees are seen as resources that give org
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