Employee Engagement and Staff Turnover and Its Implication on the Organisational Performance: Case of AON Botswana
International Journal of Economic Behavior and Organization
Volume 8, Issue 1, March 2020, Pages: 1-11
Received: Dec. 12, 2019; Accepted: Feb. 18, 2020; Published: Apr. 1, 2020
Views 333      Downloads 122
Author
Theophilus Tebetso Tshukudu, Department of Management, Faculty of Business, University of Botswana, Gaborone, Botswana
Article Tools
Follow on us
Abstract
Executive Summary: Secondary data is used to study the relationship between employee engagement and staff turnover and their implication on organisational performance. The discussions contained herein show that employee engagement has a positive relationship and significant effect on organisational performance whilst on the other hand staff turnover has a negative and significant effect on organisational performance thereby confirming the robustness of the relationship between engagement and productivity. Employee engagement has attracted much attention from many scholars as a popular organizational concept in the recent years. It is believed that an engaged employee becomes aware of business context, and works with other colleagues to improve performance within the job for the benefit of the organization. Employee engagement is also linked to staff turnover in that when employees are engaged they tend to be happy and would not leave the organisation, so promoting employee engagement would bring a solution to organisations faced with a challenge of staff turnover which will directly be linked to an organization’s improved performance. In this paper a literature review from various research findings and corporate practices are employed using a descriptive study technique. It projects the impact of employee engagement on organization’s productivity. It also presents the factors influencing the employee engagement, staff turnover and organizational outcomes.
Keywords
Employee Engagement, Staff Turnover, Implication on Organisational Performance
To cite this article
Theophilus Tebetso Tshukudu, Employee Engagement and Staff Turnover and Its Implication on the Organisational Performance: Case of AON Botswana, International Journal of Economic Behavior and Organization. Vol. 8, No. 1, 2020, pp. 1-11. doi: 10.11648/j.ijebo.20200801.11
Copyright
Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
[1]
LEAD, "AON BOTSWANA – FIVE YEAR STRATEGY (2018 – 2022)," AON, 2017.
[2]
AON Hewitt, "Trends in Global Employee Engagement," 2011.
[3]
Towers Perrin, "Working Today: Understanding What Drives Employee Engagement. The 2003 Towers Perrin Talent Report US Report," Towers Perrin, 2003.
[4]
Towers Perrin, "Closing the Engagement Gap: A Road Map for Driving Superior Business Performance: Towers Perrin Global Workforce Study 2007-2008," Towers Perrin, Toronto, 2008.
[5]
Towers Watson (firm), "2012 Global Workforce Study: Engagement at risk: driving strong performance in a volatile global environment," Towers Watson (firm), 2012.
[6]
J. Smith and N. Macko, "Exploring The Relationship Between Employee Engagement And Employee Turnover," International Journal of Business Studies & Research, vol. 6, no. 1, pp. 59-69, 2014.
[7]
C. K. Sahoo and G. Sahu, "Effective Employee Engagement: The Mantra of Achieving Organizational Excellence," Management and Labour Studies, vol. 34, no. 1, p. 74, 2001.
[8]
K. Ghuman, "A Prognostic Examination of Functional and Emotional Employee Engagement Drivers and their Impact on Employee Performance," FIIB Business Review, vol. 5, no. 2, p. 79, 2016.
[9]
W. F. Cascio, "Strategies for responsible restructuring," Academy of Management Executive, vol. 16, no. 3, pp. 80-91, 2002.
[10]
R. J. Pech and B. W. Slade, "Employee disengagement: Is there evidence of a growing problem?," Handbook of Business Strategy, vol. 7, no. 1, pp. 21-25, 2006.
[11]
N. Venkatramna and V. Ramanujam, "Measurement of Business Performance in Strategy Research: A Comparison of Approaches," The Academy of Management Review, vol. 11, no. 4, pp. 801-814, 1986.
[12]
A. Johnson, H. Nguyen, M. Groth and L. White, "Workplace aggression and organisational effectiveness: The mediating role of employee engagement," Australian Journal of Management, vol. 43, no. 4, p. 618, 2018.
[13]
A. M. Saks, "Antecedents and Consequences of Employee Engagement," Journal of Managerial Psychology, vol. 21, no. 7, pp. 600-619, 2006.
[14]
J. Anitha, "Determinants of employee engagement and their impact on employee performance," International Journal of Productivity and Performance Managemen, vol. 63, no. 3, pp. 308-323, 2014.
[15]
W. H. Macey and B. Schneider, "The Meaning of Employee Engagement," Industrial and Organizational Psychology, vol. 1, no. 1, pp. 3-30, 2008.
[16]
M. Bhebhe, "Strategic Management And Leadership Key To Organisational Perfomance: Findings From Zimbabwe," International Journal of Advanced Research and Publications, vol. 1, no. 4, p. 166, 2017.
[17]
H. F. Vinje and M. B. Mittlemark, "Job engagement's paradoxical role in nurse burnout," Nursing and Health Sciences, vol. 9, 2007.
[18]
AON, "2018 Trends in Global Employee Engagement: Global Employee Engagement Rebounds to Match Its All-Time High," 2018.
[19]
U. A. Agarwal, S. Datta, S. Blake-Beard and S. Bhargava, "Linking LMX, innovative work behaviour and turnover intentions The mediating role of work engagement," The Career Development International, vol. 17, no. 3, pp. 208-230, 2012.
[20]
T. Rutledge, Getting Engaged: The New Workplace Loyalty, Toronto: Mattanie Press, 2006.
[21]
L. L. S. N. Holbeche, In Search of Meaning in the Workplace, Forest Rd, Horsham: Roffey Park Institute Ltd, 2003.
[22]
Gitanjali, Y. Sharma and B. Sharma, "Search for the Drivers of Employee Engagement among Executives of a Manufacturing Organisation," Management and Labour Studies, p. 190, 2010.
[23]
S. Kular, M. Gatenby, C. Rees and E. Soan, "Employee Engagement: A Literature Review," Kingston University, 2008.
[24]
S. M. Kompaso and S. M. Sridevi, "Employee Engagement: The Key to Improving Performance," International Journal of Business and Management, vol. 5, no. 12, p. 89, 2010.
[25]
K. Alfes, A. D. Shantz, C. Truss and E. C. Soane, "The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model," The International Journal of Human Resource Management, vol. 24, no. 2, pp. 330-351, 2013.
[26]
Managing Director AON, "Staff Address Meeting," in AON Botswana Corporate Strategy 2018-2022, Gaborone, 2018.
[27]
E.-K. Choi, J. Zhao, H. Joung and E. Suh, "Conceptual Framework for the Relationships among Job-Training Satisfaction, Job Satisfaction, and Turnover Intention in Foodservice Operations," Journal of Culinary Research, vol. 20, no. 5, p. 12, 2014.
[28]
B. B. A. Otieno, E. W. Waiganjo and A. Njeru, "Effect of Employee Engagement on Organisation Performance in Kenya’s Horticultural Sector," International Journal of Business Administration, vol. 6, no. 2, pp. 77-85, 2015.
[29]
L. Edgren and K. Barnard, "Complex adaptive systems for management of integrated care," Leadership in Health Services, vol. 25, no. 1, pp. 39-51, 2012.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186