The Personal & Organizational Drivers of Employee Engagement in Higher Education Institution
What makes the faculty of higher education institution engaged or disengaged at work is the main theme of this study. This study explores the drivers of Employee Engagement (EE) in the higher education institution. It posits two (2) main drivers of engagement: the extrinsic Organizational Drivers (OD) and the intrinsic Personal Drivers (PD) that play a significant role in the faculty members’ work engagement. The study used mixed methodology, employing quantitative approach through a survey with the fifty-three or 82% of the faculty members of the Recoletos de Bacolod Graduate School, University of Negros Occidental-Recoletos, Philippines, five (5) of whom were purposely chosen as the core sample for the Focus Group Discussion (FGD) and individual interview. The survey instrument is a self-made Likert 5-point scale type questionnaire consisting of 29 items based on the four (4) Organizational Drivers (OD): Communication, Culture, Training & Development, and Rewards & Recognition, and the Three (3) Constructs of EE: Say, Stay, and Strive. The Statistical Package for the Social Science (SPSS) Version 23 aided the analysis. In determining whether there is an association between the OD and EE, the Mantel Haenszel (MH) Test was used. The Gamma coefficient measured the strength of association between the variables, OD and EE. The qualitative approach used the semi-structured interview as the main instrument in the Focus Group Discussion and individual interview. Using Narrative Thematic Analysis, various codes and categories emerged and were interpreted into themes. Findings showed that 88% of the faculty have high satisfaction with the Four ODs which claimed 9 in 10 faculty members to be engaged at work. However, only 76% appear to be loyal (Stay Construct) to the organization. Of the 4 ODs, Training & Development has the highest satisfaction (94%) while Rewards & Recognition has the least satisfaction (81%). All OD’s are significantly associated with EE, and Organizational Culture appears to have the strongest association with EE. Furthermore, it was found that Intrinsic Motivation, Commitment, being a Subject Matter Expert, and being a Reflective person are the top Personal Drivers of an engaged faculty. It is recommended that the University should prepare an employee engagement program to address the major issues raised in this study. Likewise, an investigation on how the elements of the organizational culture can influence employees engagement and disengagement at work should be conducted. Moreover, this study should be extended to the other colleges and departments of the university to completely comprehend the employee engagement in the higher education institution. Finally, a study on the impact of the University’s organizational culture on areas, other than employee engagement, like those anchored on HR & organizational practices, such as Talent attraction & retention, Performance management, Reward and recognition, etc. should be made.
Keywords - Employee Engagement, Faculty Engagement, Organizational Drivers, Personal Drivers