Evaluating employee engagement drivers in Nigeria's downstream electricity sub-sector

Oluyemi Theophilu Adeosun; Waliu Mulero Adegbite

doi:10.20525/ijrbs.v12i7.2744

Authors

Oluyemi Theophilu Adeosun Department of Economics, University of Lagos, NNigeria https://orcid.org/0000-0003-1683-4053
Waliu Mulero Adegbite University of Johannesbueg https://orcid.org/0000-0002-0139-7041

DOI:

https://doi.org/10.20525/ijrbs.v12i7.2744

Keywords:

Ambiance,, Career Path Understanding,, Clear Communications,, Employee Engagement,, Health and Safety,, Training,, Work Tool

Abstract

This paper focuses on employee engagement in a sector that transitioned from a fully government-owned to a privatized entity while retaining the majority of the legacy staff and bringing in new employees. The electricity sector has always piqued the interest of investors due to its strategic importance to the growth and development of other sectors, particularly in developing countries. This paper investigates some of the factors that influence employee engagement in the Nigerian power and electricity subsector. The study includes 824 employees from Nigeria's downstream electricity sector. Descriptive and ordinal regression analyses were used to determine the relationships between the variables. The study reveals that parameters such as office ambiance, clear communication, tool availability, health, and safety have relationships with or impact employee engagement. As a result, organizations' management must pay attention to and improve on them in order to retain their employees and provide their best discretionary effort. This research expands on theories of engagement in the post-privatization era and investigates the influence of key drivers on employee engagement in Nigeria's downstream power sector.

Downloads

Download data is not yet available.

References

Aburayya. A; Marzouqi. A; Alawadhi. D; Abdouli. F. & Taryam, M.(2020). An Empirical Investigation of the Effect of Employees’ Customer Orientation on Customer Loyalty through the Mediating Role of Customer Satisfaction and Service Quality. Management Science Letters, 10(10), 2147-2158. DOI: https://doi.org/10.5267/j.msl.2020.3.022

Achimugu,.H.; Abdullahi, A. & Yakubu. S.A., (2020).Power sector reform and service delivery by Abuja Electricity Distribution Company in Nigeria”. KIU Interdisciplinary Journal of Humanities and Social Sciences, 1(1), 60-80. DOI: https://doi.org/10.59568/KIJHUS-2020-1-1-05

Al Mehrzi. N. & Singh, S. K., (2016). Competing through employee engagement: a proposed framework. International Journal of Productivity and Performance Management. 65(6). 831 - 843 DOI: https://doi.org/10.1108/IJPPM-02-2016-0037

Antony, M. R., (2018). “Paradigm shift in employee engagement–A critical analysis on the drivers of employee engagement” International Journal of Information, Business and Management, 10(2), 32-46.

Ariussanto, K.A.P., Tarigan, Z.J.H., Sitepu, R.B. & Singh, S.K., (2020). Leadership Style, Employee Engagement, and Work Environment to Employee Performance in Manufacturing Companies, In SHS Web of Conferences (Vol. 76, p. 01020). EDP Sciences. DOI: https://doi.org/10.1051/shsconf/20207601020

Babbie, E.R. (2010). The practice of social research, (12th edition). Belmont-CA: Wadsworth.

Bakker, A. B. & Albrecht, S. (2018), Work engagement: current trends. Career Development International, 23, 4-11 DOI: https://doi.org/10.1108/CDI-11-2017-0207

Barik, S. & Kochar, A., (2017). Antecedents and consequences of employee engagement: A literature review”. International Journal of Latest Technology in Engineering, Management & Applied Science, 6(4), 33-38.

Bhat, I. A. & Bharel, S. K. (2018). Driving performance and retention through employee engagement. ZENITH International Journal of Multidisciplinary Research, 8(1), 10-20.

Chamorro, P. T, Garrad, L & Elzinga, D. (2018). Is employee engagement just a reflection of personality?, available at: https://hbr.org/2018/11/is-employee-engagement-just-a-reflection-of personality (accessed 13 July 2019).

Chandani, A., Mehta, M., Mall, A. & Khokhar, V., (2016). Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15), 1-7. DOI: https://doi.org/10.17485/ijst/2016/v9i15/92145

Chandrasekar, K. (2011). Workplace environment and its impact on organizational performance in public sector organizations. International journal of enterprise computing and business systems, 1(1), 1-19.

Change, D., Linge, T. K. & Sikalieh, D. (2019). Influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya. International Journal of Research in Business and Social Science, 8(5), 123-135. DOI: https://doi.org/10.20525/ijrbs.v8i5.476

Christian, M. S., Bradley, J. C., Wallace, J. C. & Burke, M. J. (2009). Workplace safety: A meta-analysis of the roles of person and situation factors. The Journal of Applied Psychology, 94, 1103-1127. DOI: https://doi.org/10.1037/a0016172

Conner, D. R. (1992). Managing at the speed of change: How resilient managers succeed and prosper where others fail. New York: Villard Books. Corporate Communications, 10, 302-314

Costanza, D. P., Blacksmith, N., & Coats, M. (2015). Convenience samples and teaching organizational research methods. TIP: The Industrial-Organizational Psychologist, 53(1), 137-140.

Cropanzano, R. & Mitchell, M. S. (2005). Social exchange theory: an interdisciplinary review. Journal of Management, 31(6), 874-900. DOI: https://doi.org/10.1177/0149206305279602

Denison, D. R., Lief, C. & Ward, J. L. (2004). Culture in family-owned enterprises: Recognizing and leveraging unique strengths. Family Business Review, 17, 61-70. DOI: https://doi.org/10.1111/j.1741-6248.2004.00004.x

Dernovsek D. (2008). Creating highly engaged and committed employee starts at the top and ends at the bottom line, Credit Union Magazine, May 2008. Credit Union National Association, Inc engagement. Perrin global workforce study.

Desktop, J. R., Cirka, C. C. & Andersson, L. M. (2003), Doing unto others: The reciprocity of helping behavior in organizations. Journal of Business Ethics, 47, 101-114. DOI: https://doi.org/10.1023/A:1026060419167

Dolphin, R.R., (2005). Internal communications: Today's strategic imperative. Journal of marketing communications, 11(3), 171-190. DOI: https://doi.org/10.1080/1352726042000315414

Eero, I. (2020). Digitalisation of Human Resource Management: The Changed Role and Identity Work of Senior HR Managers Employees. Department of Management and Organisation Hanken School of Economics Helsinki

Gallagher, C. (2001). New directions: Innovative management plus safe place, Occupational health and safety management systems. In Proceedings of the First National Conference (65-83). University of Western Sydney, Australia

Grunig, J. (1992). Excellence in Public Relations and Communication Management. IABC

Gyekye, S. A., Salminen, S. & Ojajarvi, A. (2012). A theoretical model to ascertain determinates of occupational accidents among Ghanaian industrial workers. International Journal of Industrial Ergonomics, 42, 233-240. DOI: https://doi.org/10.1016/j.ergon.2012.01.006

Herscovitch, L. & Meyer J.P. (2002). Commitment to organizational change: Extension of a three-component model, Journal of Applied Psychology 87(3), 474. DOI: https://doi.org/10.1037/0021-9010.87.3.474

Imam, A., Raza, A., Shah, F. T. & Raza, H. (2013). Impact of job satisfaction on facet of organizational commitment (affective, continuance and normative commitment): A study of banking sector employees of Pakistan. World Applied Sciences Journal, 28(2), 271-277.

Jing. B & Jinping. L. (2018). A Study on the Influence of Career Growth on Work Engagement among New Generation Employees. Open Journal of Business and Management, 6(2), p.300-317. DOI: https://doi.org/10.4236/ojbm.2018.62022

Joshi, R. J. & Sodhi, J. S. (2011). Drivers of employee engagement in Indian organizations. The Indian Journal of Industrial Relations. 47(1), 162-182.

Kalla, H. K. (2005), Integrated internal communications: A multidisciplinary perspective. International Journal, 10(4), 302- 314. DOI: https://doi.org/10.1108/13563280510630106

Karen. M, Lois. B. & Aneil. M. (2014). Driving Employee Engagement: The Expanded Role of Internal Communications. International Journal of Business Communication, 51(2), 183-202. DOI: https://doi.org/10.1177/2329488414525399

Khan, A. A., Abbasi, S. O., Waseem, R. M., Ayaz, M. & Ijaz, M. (2016), Impact of Training and Development of Employees on Employee Performance through Job Satisfaction: A Study of Telecom Sector of Pakistan. Business Management and Strategy, 7(1), 29-46. DOI: https://doi.org/10.5296/bms.v7i1.9024

Kharzi, R., Chaib, R., Verzea, I. & Akni, A., (2020). A Safe and Sustainable Development in a Hygiene and Healthy Company Using Decision Matrix Risk Assessment Technique: a case study. Journal of Mining and Environment, 11(2), 363-373.

Lee, F., Lee, T. & Wu, W. (2010). The relationship between human resources management practices, business strategy and firm performance: Evidence from Steel Industry in Taiwan. The International Journal of Human Resources Management, 21(9), 1351-1372. https://dx.doi.org /abs/10.1080/09585192.2010.488428 DOI: https://doi.org/10.1080/09585192.2010.488428

Mark. V. (2015). Social Exchange Theory, Iowa State University, Digital Repository”

Mohandes, S. R. & Zhang, X. (2021). Developing a Holistic Occupational Health and Safety risk assessment model: An application to a case of sustainable construction project. Journal of Cleaner Production, 291, 125934. DOI: https://doi.org/10.1016/j.jclepro.2021.125934

Mokaya, S. O. & Kipyegon, M. J. (2014). Determinants of employee engagement in the banking industry in Kenya; Case of Cooperative Bank. Journal of human resources management and labor studies, 2(2), 187-200.

Nel, T., Stander, M. W. & Latif, J. (2015). Investigating positive leadership, psychological empowerment, work engagement and satisfaction with life in a chemical industry. SA Journal of Industrial Psychology, 41(1), 1-13. DOI: https://doi.org/10.4102/sajip.v41i1.1243

Nicolaides, A. & Duho, K. C. T. (2019). Effective leadership in organizations: African ethics and corruption. Modern Economy, 10(7), 1713-1743. DOI: https://doi.org/10.4236/me.2019.107111

Nienaber, H. & Martins, N. (2020). Exploratory study: determine which dimensions enhance the levels of employee engagement to improve organizational effectiveness. The TQM Journal, 32(3), 475-495. DOI: https://doi.org/10.1108/TQM-05-2019-0151

Nwinyokpugi, P. N. (2015). Employee engagement and workplace harmony in Nigeria Civil Service. International Journal of Innovative Research and Development, 4(2), 199-204.

Ogunleye, E. K. (2017). Political economy of Nigerian power sector reform. The Political Economy of Clean Energy Transitions, 391-409. DOI: https://doi.org/10.1093/oso/9780198802242.003.0020

Okechukwu, N. U. & Nwosu, M. F. O. (2020). Leadership Antecedents Empowering Employees in Public Organizations. Journal of Functional Education; Winter, 1(2), 9-46.

Olafsen, A. H., Nilsen, E. R., Smedsrud, S. & Kamaric, D. (2020). Sustainable development through commitment to organizational change: The implications of organizational culture and individual readiness for change. Journal of Workplace Learning. https://doi.org/10.1108/JWL-05-2020-0093 DOI: https://doi.org/10.1108/JWL-05-2020-0093

Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books

Oscar T. (2008) Getting Started in Logit and Ordered Logit Regression (v. 3. 1) available at http://www.princeton.edu/~otorres/

Paluku, K. (2016), Engagement and Organizational Performance of Retails Enterprises. American Journal of Industrial and Business Management, 6, 516-525 DOI: https://doi.org/10.4236/ajibm.2016.64047

Parent. J. & Lovelace. K. (2018). Employee Engagement, Positive Organizational Culture and Individual Adaptability. On the Horizon, 26(3), 206-214. DOI: https://doi.org/10.1108/OTH-01-2018-0003

Patrick, N. (2015). Employee engagement and workplace Harmony in Nigeria Civil Service. International Journal of Innovative Research and Development, 4(2), 199-204.

Peter. O. (2014). Privatization of Electricity Industry in Nigeria: Lessons from Europe and United States of America. Renewable Energy L. & Pol'y Rev., 5, 136.

Porter, L. W. & Steers, R. M. (1973). Organizational, work, and personal factors in employee turnover and absenteeism. Psychological Bulletin, 80(2), 151. DOI: https://doi.org/10.1037/h0034829

Quirke, B. (2008). Making the connections: Using internal communication to turn strategy into action. Burlington, VT: Gower”.

Raphael. O, Ashish. M, Richard. B, Vijay. P & Florence. Y. (2018). Drivers of training and talent development: insights from oil and gas MNCs in Nigeria. Human Resource Development International, 21(5), 09-531. DOI: https://doi.org/10.1080/13678868.2018.1472479

Robbins, S. P. (2003). Organizational Behavior, (9th ed). New Jersey: Prentice

Robin, N. (2015). Toward a More Comprehensive Use of Social Exchange Theory to Study Residents’ Attitudes to Tourism Procedia Economics and Finance, 39, 588-596. DOI: https://doi.org/10.1016/S2212-5671(16)30303-3

Samarendra, K. M & Arunprasad P. (2020). Identification of drivers of employee engagement in Indian power companies. International Journal of Productivity and Performance Management, https://doi.org/10.1108/IJPPM-08-2019-0414 DOI: https://doi.org/10.1108/IJPPM-08-2019-0414

Sander, E. L. J., Caza, A. & Jordan, P. J. (2019). Psychological perceptions matter: Developing the reactions to the physical work environment scale. Building and Environment, 148, 338-347. DOI: https://doi.org/10.1016/j.buildenv.2018.11.020

Schneider, B, Allison, B., Andrea K., Cory, K. & Holly L. (2017). Workforce engagement: What it is, what drives it, and why it matters for organizational performance?” Journal of Organizational Behavior, 39(4), 462-480. DOI: https://doi.org/10.1002/job.2244

Settoon, R. P., Bennett, N. & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81, 219-227. DOI: https://doi.org/10.1037/0021-9010.81.3.219

Shrestha, N., (2021). Factor Analysis as a Tool for Survey Analysis. American Journal of Applied Mathematics and Statistics, 9(1), 4-11. DOI: https://doi.org/10.12691/ajams-9-1-2

Shulga, L.V. (2017). Acceptance, Trust and Wellbeing Value Co-Creation Propositions: A Self-Determination Theory of Customer. Doctoral dissertation, University of Nevada, Las Vegas.

Siddiqui, D. A. & Sahar, N. (2019). The Impact of Training & Development and Communication on Employee Engagement”– A Study of Banking Sector Business Management and Strategy, 10(1), 23-40. DOI: https://doi.org/10.5296/bms.v10i1.14592

Smita, B. & Aastha. K. (2017). Antecedents and Consequences of Employee Engagement: A Literature review. international Journal of Latest Technology in Engineering, Management & Applied Science, 6(4), 33-38.

Sun, L. & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80. DOI: https://doi.org/10.5296/ijhrs.v9i1.14167

The Gallup Organisation. (2004) [online] Available at: www.gallup.com. Accessed 28th June 2007.

Thornton, G. S. (2019). Internal communications flourishes at the grassroots: the growing importance of managers in employee engagement. In Strategic Employee Communication, 107-120, Palgrave Macmillan, Cham. DOI: https://doi.org/10.1007/978-3-319-97894-9_9

Vandana, S. (2019). The Impact of Job Engagement and Organizational Commitment on Organizational Performance, In Management Techniques for Employee Engagement in Contemporary Organizations, 218-235. IGI Global. DOI: https://doi.org/10.4018/978-1-5225-7799-7.ch013

Weng, Q. & Hu, B. (2009). The Structure of Employee Career Growth and Its Effect on Turnover Intention. Industrial Engineering and Management, 14, 14-21.