Abstract:
Building on Shuck s (2011) research into the antecedents of employee engagement, this research aimed at identifying whether management or organisational processes were better determinants of employee engagement. The construct of management was measured in the framework of LMX and organisational processes in the framework of organisational climate. Based on existing literature, a Likert scale survey was designed and distributed, resulting in a sample of 156 responses. The survey assessed respondents level of engagement, perception of their respective organisation and perception of their direct manager. The responses were analysed in SPSS, using a factor analysis to test whether each of the constructs formed one component, the result of which was that each construct was a reliable measure.
Secondly, a multiple regression analysis was conducted, the results of which showed that organisational processes are more highly correlated with employee engagement and that the construct organisational processes has a higher b value, indicating that it is a better driver of engagement.
Finally, within the construct of organisational processes, each of the survey questions were analysed to identify which aspects had the lowest responses. The finding was that distributive justice, procedural justice and interpersonal justice scored the lowest rating. This research concluded that organisational processes is a better driver of engagement and that organisations should aim at developing their organisational climate to be more effective at driving employee engagement.
