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Key Drivers of Employee Engagement in Banking Sector: An Empirical Investigation

Anjali John, School of Management Studies, Cochin University of Science and Technology, Kochi, Kerala 682022, India. , Anjali John , Neenet Baby ,

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Journal of Social Welfare and Management 10(3 (Special Issue)):p 582-591, Sep-Dec 2018. | DOI: http://dx.doi.org/10.21088/JSWM.0975.0231.10318.43

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Abstract

 Interest in Employee Engagement has increased considerably over the last decade among academicians and practioners. It is viewed as a critical contributor to the organisation success and the engaged employees are seen to be the strategic partner of this success. But it is challenging task for the organisations to engage these existing workforces. Unlike the other sectors, the turnover rate of the employees and the number of unengaged employees is comparatively high in banking sector due to which high prominence is given to employee engagement in this sector. However, employee engagement has rarely been studied in the banking sector and little is known about its drivers too. The study throws light on the key driver’s Training and Development, Co-Worker Relationship, Perceived Organisational Support and Reward and Recognition of employee engagement and to know the impact of these drivers on employee engagement. The paper also tries to suggest some employee engagement strategies that can be successfully implemented in the banking sector in order to enhance the engagement level of the employees. The study is based on the primary data collected from 284 employees working in banking sector. Questionnaire contained items to measure the different drivers of Employee Engagement. WarpPLS was employed to measure the strength of the relationship between different drivers and Employee Engagement. The average age group of the respondents was 31 to 40 and 60 percent were male. Participants have an average of 5 years of work experience. Results indicate that co-worker relationship is the most prominent driver that influences employee engagement in an organisation, followed by Reward and Recognition. Findings of the study are discussed, together with limitations and suggestions for future research.

 

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DOI: http://dx.doi.org/10.21088/JSWM.0975.0231.10318.43

Keywords

Employee Engagement; Training & Development; Reward and Recognition; Perceived Organisation Support; Co-worker Relationship.

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