Assessing the relationship between employee engagement and organisational commitment in a banking environment in Ghana.
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Date
2018
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Abstract
The study assesses the relationship between employee engagement and organisational commitment in a banking environment in Ghana. This study investigates the levels of engagement and commitment, their relationships and the influence of the biographic variables (age, gender, tenure and marital status) on these key dimensions. Employee engagement includes vigour, absorption as well as dedication and organisational commitment includes affective, normative and continuance commitment. Both engagement and commitment of employees play an essential part in the financial industry as their performance is dependent on its employees who are instrumental in contributing to the decision-making of the company and in delivering services to clients.
The study employed a mixed method design where both quantitative and qualitative data was collected from the participants. The study was undertaken on a sample of 133 individuals, drawn using the simple random sampling technique from three branches of a reputable banking industry situated in Kumasi, a suburb of Ghana. Data was collected using questionnaires and interviews. The psychometric properties (validity and reliability) of the questionnaire were assessed using Factor Analysis and Cronbach’s Coefficient Alpha respectively. Qualitative data was analysed using content and thematic analyses and quantitative data was analysed using both descriptive and inferential statistics.
There were moderate levels of employee engagement as well as organisational commitment. This study indicates that there are significant relationships among the sub-dimensions of employee engagement (vigour, absorption, dedication) and commitment (affective commitment, continuance commitment, normative commitment) respectively. Furthermore, employee engagement and its sub-dimensions (vigour, absorption and dedication) account for nearly one-third of the variance in organisational commitment. Therefore, employee engagement impacts on organisational commitment. Significant differences, based on the biographical profiles of employees, relating to employee engagement and organisational commitment, were noted. Based on the results of the study, recommendations are graphically presented, which when implemented have the potential to enhance levels of employee engagement and commitment.
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Masters Degree. University of KwaZulu-Natal, Durban.