Perceived Relationship Between Employee Engagement and Employee Performance at East African Portland Cement Company Limited

Abstract

High performing organizations have remained focused on employee feedback and as a result, have achieved significant business results through enhanced levels of employee engagement. Attractive and competitive organizations constantly work towards increasing the value of their human resource (Guillory, 2000). The study sought to establish the perceived relationship between employees engagement and employees performance. The study aimed to achieve the following objectives; To determine the level of employees engagement, to identify the factors that contribute to employee engagement and to determine the perceived relationship between employee engagement and employees performance at East African Portland Cement Company Limited. The population of the study were the employees of the East African Portland Cement Company Limited, where a sample size of 260 respondents were targeted. The data was sorted, coded and analysed using SPSS. The study findings revealed that employees’ coworkers are committed to doing quality work, that they were proud of the work that they performed and that they continue working for very long period at a time. Further, employees know what is expected of them and have the materials and equipment that they need in order to do their work right. The mission or purpose of their company makes them feel that their job is important. The retention rate at EAPCC seems to be very high, an indication of an engaged workforce. The study concludes that employees need the right materials and equipment in order to do their work right and they also need to have the opportunity to do what they do best every day. The study further concludes that the mission and purpose of an organization determines how employees perceive the importance of their jobs. Though the level of employee engagement at EAPCC is above average, managers have a scope to engage in positive management actions to raise engagement levels. The study recommends that organizations should device ways to identify all categories of their employees; engaged, non-engaged and actively disengaged and appropriate efforts be devised to bring to task the disengaged employees. It further recommends that organizations should ensure employees engagement through emotional commitment to the organization is enhanced. This can be achieved through job involvement and enhancement of job satisfaction.