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Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali

Employee engagement can be defined as the emotional commitment that employees feel towards their organizations and the actions they take to ensure the organization's success. Engaged employees means work with passion and feel an emotional connection to their company. They drive innovation and m...

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Main Authors: Abdull Razak, Nurul Fathinah, Mohd Ali, Lyana Aryani
Format: Student Project
Language:English
Published: 2018
Subjects:
Labor. Work environment
Work ethic
Online Access:https://ir.uitm.edu.my/id/eprint/55756/1/55756.pdf
https://ir.uitm.edu.my/id/eprint/55756/
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record_format eprints
spelling my.uitm.ir.557562022-03-21T03:35:37Z https://ir.uitm.edu.my/id/eprint/55756/ Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali Abdull Razak, Nurul Fathinah Mohd Ali, Lyana Aryani Labor. Work environment Work ethic Employee engagement can be defined as the emotional commitment that employees feel towards their organizations and the actions they take to ensure the organization's success. Engaged employees means work with passion and feel an emotional connection to their company. They drive innovation and move the organization forward. They are characterised as being loyal, committed, and productive and deliver results (Allen, 2014). Employees who are engaged in their work and committed to their organizations give companies crucial competitive advantages including higher productivity and lower employee turnover. Thus, it is not surprising that organizations of all sizes and types have invested substantially in policies and practices that foster engagement and commitment in their workforces (J.Vance, 2006). In addition, employee engagement can help to improve organizational performance and create a competitive advantage hence many organizations are struggling to actually engage their people (Bridger, 2015). Towers Perrin (2007) found that organisations with the highest percentage of engaged employees increased their operating income by 19 per cent and their earnings per share by 28 per cent year-to-year (Robertson-Smith & Markwick, 2009). Other than that, engaged employee also describes how employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organizations (Patro, 2013). 2018-12 Student Project NonPeerReviewed text en https://ir.uitm.edu.my/id/eprint/55756/1/55756.pdf ID55756 Abdull Razak, Nurul Fathinah and Mohd Ali, Lyana Aryani (2018) Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali. [Student Project] (Submitted)
institution Universiti Teknologi Mara
building Tun Abdul Razak Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Teknologi Mara
content_source UiTM Institutional Repository
url_provider http://ir.uitm.edu.my/
language English
topic Labor. Work environment
Work ethic
spellingShingle Labor. Work environment
Work ethic
Abdull Razak, Nurul Fathinah
Mohd Ali, Lyana Aryani
Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali
description Employee engagement can be defined as the emotional commitment that employees feel towards their organizations and the actions they take to ensure the organization's success. Engaged employees means work with passion and feel an emotional connection to their company. They drive innovation and move the organization forward. They are characterised as being loyal, committed, and productive and deliver results (Allen, 2014). Employees who are engaged in their work and committed to their organizations give companies crucial competitive advantages including higher productivity and lower employee turnover. Thus, it is not surprising that organizations of all sizes and types have invested substantially in policies and practices that foster engagement and commitment in their workforces (J.Vance, 2006). In addition, employee engagement can help to improve organizational performance and create a competitive advantage hence many organizations are struggling to actually engage their people (Bridger, 2015). Towers Perrin (2007) found that organisations with the highest percentage of engaged employees increased their operating income by 19 per cent and their earnings per share by 28 per cent year-to-year (Robertson-Smith & Markwick, 2009). Other than that, engaged employee also describes how employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organizations (Patro, 2013).
format Student Project
author Abdull Razak, Nurul Fathinah
Mohd Ali, Lyana Aryani
author_facet Abdull Razak, Nurul Fathinah
Mohd Ali, Lyana Aryani
author_sort Abdull Razak, Nurul Fathinah
title Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali
title_short Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali
title_full Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali
title_fullStr Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali
title_full_unstemmed Motivational factors that lead to employee engagement in Majlis Perbandaran Sungai Petani (MPSPK), Kedah / Nurul Fathinah Abdull Razak and Lyana Aryani Mohd Ali
title_sort motivational factors that lead to employee engagement in majlis perbandaran sungai petani (mpspk), kedah / nurul fathinah abdull razak and lyana aryani mohd ali
publishDate 2018
url https://ir.uitm.edu.my/id/eprint/55756/1/55756.pdf
https://ir.uitm.edu.my/id/eprint/55756/
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score 13.211869

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