Effect of Engagement on Employees’ Job Performance: Empirical Evidences from KAKI Plc

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Addis Ababa University


The purpose of this paper is to investigate the effect of employees’ engagement on job performance of employees of KAKI Plc. Conceptually, it is bound to the effects of engagement dimensions, namely employees’ commitment, involvement and loyalty. The study is based on a quantitative approach. Descriptive and explanatory research designs were adopted to determine and interpret the relationship between the variables. Sample participants were selected based on a probabilistic procedure, which involved simple random sampling and stratified sampling techniques. Data were collected based on a questionnaire survey technique. The data analysis involved Pearson correlation and multiple regression methods to determine the relationship between the variables and to predict the variance on job performance of employees from changes on engagement practices. The analysis result showed that there exists a moderate positive relationship between the variables. In addition, a regression model was derived that can predict up to 53% variance on the job performance based on engagement practices. The study has practical implications for organizational managers. In order to realize the benefits of employees’ engagement, there has to be a situation where employees feel that they are being supported by the Company. Mangers should take care of their employees. It was also implied that employee engagement needs to be supported by policy and strategy of the company. The importance of training and communication was also highlighted for facilitating effective implementation of employees’ engagement practices



Employee engagement, employee involvement, Employee loyalty