EMPLOYEE ENGAGEMENT SYSTEM: EMPIRICAL EVIDENCE FROM THE SRI LANKAN BANKING SECTOR

Anuradha Iddagoda; Hiranya Dissanayake; Lakshani Ranasinghe

doi:10.30525/2661-5150/2022-1-1

EMPLOYEE ENGAGEMENT SYSTEM: EMPIRICAL EVIDENCE FROM THE SRI LANKAN BANKING SECTOR

PDF

Published: Feb 18, 2022

https://doi.org/10.30525/2661-5150/2022-1-1

Anuradha Iddagoda

Faculty of Applied Sciences, University of Sri Jayewardenepura, Sri Lanka

https://orcid.org/0000-0003-2586-430X

Hiranya Dissanayake

Wayamba University of Sri Lanka

https://orcid.org/0000-0002-4963-5125

Lakshani Ranasinghe

Chartered Institute of Personnel Management Sri Lanka

https://orcid.org/0000-0002-1987-8118

Abstract

Employee engagement builds positive attitudes toward the organization. According to researchers, no studies have examined the mediated relationship of employee engagement between high-performing work practices, religiosity, personal character, leadership and work-life balance, and performance in banking. Two hundred managers were randomly selected from banks in Sri Lanka, and data were collected using a structured online questionnaire. The results showed a mediating relationship of employee engagement between high performance practices, religiosity, and job performance. The results of this study add new insights to systems theory and are necessary for policymakers and practitioners to improve performance in the banking sector.

How to Cite

Iddagoda, A., Dissanayake, H., & Ranasinghe, L. (2022). EMPLOYEE ENGAGEMENT SYSTEM: EMPIRICAL EVIDENCE FROM THE SRI LANKAN BANKING SECTOR. Three Seas Economic Journal, 3(1), 1-11. https://doi.org/10.30525/2661-5150/2022-1-1

Article views: 448 | PDF Downloads: 373

Keywords

References

Appelbaum, S.H. and Mackenzie, L. (1996), "Compensation in the year 2000: pay for performance?", Health Manpower Management, 22(3), 31–39.

Anitha , J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 308–323.

Arachchige, B. J., & Rbertson, A. (2015). The effects of Human Resourse Management High performance Work practices on Organizational outcomes: A Sri Lankan perspective. Sri Lankan Journal of Human Resource management, 17–30.

Awuni, M., & Tanko, M. Z. (2019). Organizational Citizenship Behavior and Religiosity at the workplace. International Journal of Contemporary Research and Review, 21501–21514.

Devadhasan, B. D. (2015). A study on work life balance among employees in MSMEs with special reference to Chennai. International Journal of Applied Engineering Research , 21659–21665.

Fornell, C., & Larcker, D. (1981). Evaluating Structural Equation Models with unobservable variables and measurement errors. Journal of Marketing Research, 39–50.

Grim, B. J., & Finke, R. (2014). The Price of Freedom Denied: Religious Persecution and Conflict in the 21st CCentury. Cambridge University Press.

Hair, J. F., Hult, G., Ringle, C., & Sarstedt, M. (2014). A primer on partial least squares stuctural equation modeling (PLS-SEM). Thousand Oaks: Sage.

Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., Black, W. C., & Anderson, R. E. (2019). MULTIVARIATE DATA ANALYSIS Multivariate Data Analysis.

Hao, M., & Yazdanifard (2015). How effective leadership can facilitate change in organizations through improvement and innovation. Global Journal of Management and Business Research: A Administration and Management.

Harshitha (2015). Employee Engagement: A Literature review. International Journal of Research in Commerce & Management, 97–100.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 268–279.

Henseler, J., Ringle, C. M., & Sarstebt, M. (2015). A new criterion for assessing discriminant validity in variance based structural equation modeling. Journal of the Academy of marketing Science, 115–135.

Iacobucci, D., Saldanha, N., & Deng, X. (2007). A meditation on mediation: Evidence that Structual equations models perform better than regressions. Journal of Consumer Psychology, 139–153.

Iddagoda, Y. A. (2021). Towards an Instrument of Measuring the Construct of Leadership by The 10 Cs for Employee Engagement. Roczniki Nauk Społecznych.

Iddagoda, Y. A. (2020). The Employee’s Personal Character and its Imperative in the Post-Covid-19 Pandemic World. Labor et Educatio, (8), 37–51.

Iddagoda, Y. A., & Gunawardana, K. D. (2017). Employee Engagement and Perceived Financial Performance: A Serene Insight. International Business Research, 88–96.

Iddagoda, Y. A., & Opatha, H. H.D.N.P. (2017). Religiosity: Towards a conceptualization and an operationalization. Sri Lankan Journal of Human Resource Management, 59–69.

Iddagoda, Y. A., & Opatha, H. H.D.N.P. (2018). The intensity of the implementation of high-performance work practices in selected Sri Lanka. Spoleczenstwo i Rodzina nr, 69–95.

Iddagoda, Y. A., & Opatha, H. H.D.N.P. (2020). Relationship and Mediating Effects of Employee Engagement:An Empirical Study of Managerial Employees of Sri Lankan Listed Companies. SAGE Open, 1–22.

Iddagoda, Y. A., Opatha, H. H.D.N.P., & Gunawardana, K. D. (2016). Towards a conceptualization and an operationalization of the construct of employee engagement. International Business Research, 85–98.

Iddagoda, A., Hysa, E., Bulińska-Stangrecka, H., & Manta, O. (2021). Green Work-Life Balance and Greenwashing the Construct of Work-Life Balance: Myth and Reality. Energies, 14(15), 4556.

Iyanda, I. A., Awawdeh, A., Al-Hiyari, A., & Isiaka, J. K. (2021). Moderating effrcts of management philosophy on high-performance work practices-firm performance relationship. Journal of African Business, 379–393.

Juneja, P. (2019). Transactional Leadership Theory. Management Study Guide. Available at: https://managementstudyguide.com/transformational-leadership.htm.

Kaur, H., & Kaur, R. (2021). Do high-performance work practices moderate the influence of job content plateau on job attitudes of frontline hotel employees. Journal of Human Resources in Hospitality & Tourism, 1–24.

Kaur, R., & Randhawa, G. (2020). Employee engagement and its predictors: Literature review and a proposed model. International Journal of Business and Globalisation, 390–406.

Koenig, H. G. (2012). Religion, spirituality, and health: The research and clinical implications. International Scholarly Research, 1–33.

Kotze, T., & Mostert, P. (2021). Service-Oriented High-performance Work Practices as Predictors of Retail Employees' Work Engagement and servise Climate Perceptions. Services Marketing Quarterly, 1–19.

Lockwood, N. (2003). Work/life balance: challenges and solutions. Alexandria,Va.: Society for Human Resource Management.

Mayowa, A. (2009). A Leadership Manager in Nigeria.

Mendis, M., & Weerakkody, W. (2017). The impact of Work Life Balance on Employee Performance with Reference to Telecommunication Industry in Sri lanka:A Mediation Model. Kelaniya Journal of Human Resource Manageemnt, 72–100.

Novianti, K. R., & Robbie, R. I. (2020). Exploring the Role in Moderating Employee Commitments in Islamic Banking. TSAQAFAH Jurnal Peradaban Islam, 21–34.

Obiageli, O. L., Uzochukwu, O. C., & Ngozi, C. D. (2015). Work life balance and employee performance in selected commercial banks in Lagos State. European Journal of Research and Reflection in Management Science, 63–77.

Opatha, H. H.D.N.P. (2010). Persoanl quality. University of Sri Jayewardenapura.

Opatha, H. H.D.N.P. (2014). Personality Development. Ministry of Higher Education, Sri lanka.

Opatha, H. H., & Weeragoda, R. (2015). Individual Character and its Dimensions: Directions for Emirical Investigation. International Conference on Business Management (pp. 1-17). University of Sri Jayawardenepura.

Perdomo-Ortiz, J., Valencia, C., Duran, W. F., & Oswaldo, H. (2021). Effect of high-performance work practices on academic research productivity. Latin American Business Review, 189–214.

Pocket Oxford English Dictionary. (2007). Oxford University Press.

Pfeffer, J. (1995). Producing sustainable competitive advantage through the effective management of people. The Academy of Management Executive, 9(1), 55–69.

Ramawickrama, J., Opatha, H. H., & Pushpakumari, M. D. (2018). Quality of Work Life and Job Performance: Empirical Evidence from Station Masters Working at Sri Lanka Railways. Sri Lankan Journal of Human Resource Management, 1–22.

Rana, S. (2015). High-involvement work practices and employee engagement. Human Resource Development International, 18(3), 308–316.

Rowley, J., (1997). Academic leaders: made or born?. Industrial and commercial Training, 29(3), 78–84.

Saad, M. M., Gaber, H. R., & Labib, A. A. (2021). Investigating the impact of human resource management practices on employee engagement, and the moderating role of strategy implementation in Egypt. SA Jurnal of Human Resource Management /SA Tydskrif vir Menslikehulpbronbestuur, 19(0), a1412. DOI: https://doi.org/10.4102/sajhrm.v19i0.1412

Spinks, N., Wells, B., & Meche, M. (1999). Appraising the appraisals: Computerized performance appraisal systems. Career Development International, 4(2), 94–100.

Sundaray, B. (2011). Employee Engagement: A Driver of Organizational Effectiveness. European Journal of Business of Management, 53–60.

Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017). High-performance work system and employee creativity: The roles of perceived organisational support and developed management. Emerald Publishing Limited, 1318–1334.

Tennakoon, W. D. N. S. M., & Lasanthika, W. J. A. J. M. (2018). Religiosity and engagement: Clarifying the relationship. International Journal of Commerce and Management Research, 4(1), 52–57.

Williams, J., & MacKinnon, D. P. (2008). Resampling and distribution of the product methods for testing indirect effects in complex models. Structural equation modeling: a multidisciplinary journal, 23–51.

Issue

Copyright Information

##plugins.themes.bootstrap3.article.main##

##plugins.themes.bootstrap3.article.sidebar##

Abstract

How to Cite

##plugins.themes.bootstrap3.article.details##