What Drives Employee Engagement and Performance at Work: Linking Communication, Training, and Support to Better Results
DOI:
https://doi.org/10.31384/jisrmsse/2025.23.1.2Keywords:
Employee Engagement, Employee Supervisory Relationship, Open Communication, Training & DevelopmentAbstract
This study highlights the growing importance of human capital over conventional financial assets and explores the critical role that employee engagement plays in improving organisational effectiveness. The primary objective is to examine the impact of open communication, employee-supervisor relationships, training and development, and compensation and benefits on employee engagement, which in turn influences organisational success. A sample of 221 employees from various corporate companies was given a standardised questionnaire as part of a quantitative research strategy. The suggested model was developed after a thorough literature review, and the data were analysed by using SmartPLS. The results show a substantial association between organisational performance and employee engagement, with significant positive correlations found between the research variables. In particular, open communication had a small but favourable impact on employee engagement, as indicated by its β coefficient of 0.046. However, the impact of training was negative (β = -0.413), indicating that existing training methods might not be sufficient to improve engagement. The significant impact of employee development (β = 0.467) increasing levels of commitment. Similarly, the employee-supervisor relationship, with a β value of 0.487, indicating a strong association with engagement. Motivation also had positive influence (β = 0.297). These findings have significant implications for businesses seeking to enhance their competitive edge by prioritising employee engagement as a key strategic objective.
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