IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH EMPLOYEE ENGAGEMENT IN SELECTED MANUFACTURING FIRMS IN ENUGU STATE
ABSTRACT
This research work examined Improving Organizational Performance through Employee Engagement in Selected Manufacturing Firms in Enugu State. The objectives of the study were to find out how reduced labour turnover as a determinant of employee engagement affects the profitability of manufacturing firms in Enugu State, to investigate the relationship between employee commitment and the productivity of manufacturing firms in Enugu State, to asses how job satisfaction as a determinant of employee engagement affects labour turnover of manufacturing firms in Enugu State and to examine the effect of extra-role behavior on customer loyalty of manufacturing firms in Enugu State. The research method used was the survey research method. The sources of data were the primary and secondary sources of data. The population of the study was 2699 and the. Sample size of 348 was determined using the Taro Yamane’s formular. The data collected were presented in tables using frequencies and percentages and were analysed using inferential statistics. The hypotheses were tested using the chi-square distribution formular. The findings include that reduced labour turnover affects the profitability of manufacturing firms in Enugu State, Job satisfaction as a determinant of employee engagement affects labour turnover of manufacturing firms in Enugu State and It was also found out that the behavior of committed employees include lower absenteeism and punctuality. The research concluded by stating that organizational performance can be significantly improved through employee engagement. Finally, the research recommended that organizations should start employee engagement from the top, Employee engagement should be enhanced through a two-communication process, organizations should give employees appropriate training, organizations, should also ensure that employees have everything they need to do their jobs and organizations should promote a strong work culture in which the goals and values of managers are aligned across all work sections.
TABLE OF CONTENTS
CHAPTER ONE
INTRODUCTION
1.1    Background of the study                        
1.2    Statement of the Problem                            
1.3    Objectives of the Study                        
1.4    Research Questions                            
1.5    Hypothesis of the Study                                            
1.6    Significance of the Study                        
1.7    Scope of the Study                            
1.8    Limitations of the Study                            
1.9    Operational Definition of Terms                     
References                                
CHAPTER TWO  
REVIEW OF RELATED LITERATURE
2.1    Conceptual Framework of the Study                
2.1.1 Definition and Meaning of Organizational
Performance                                
2.1.2 Features of Performance                        
2.1.3 The concept of employee engagement            
2.1.4 General Behaviours, Exhibited By Engaged
Employees                                
2.1.5 Strategies of Employee Engagement                
2.1.6 The Relationship between Employee Commitment
and Productivity of Manufacturing Organizations    
2.1.7 How Job Satisfaction Affects Labour Turnover
Of Manufacturing Firms.                        
2.1.8 The Effect of Extra-Role Behavior on Customer
Loyalty.                                    
2.2    Theoretical Review                            
2.2.1 The Burnout-Antithesis Approach                
2.2.2 The Needs-Satisfying Approach                
2.3    Empirical Review                             
2.3.1 Hypothesis 1                                
2.3.2 Hypothesis 2                                
2.3.3 Hypothesis 3                                
2.3.4 Hypothesis  4                                
2.4    Summary of literature                        
2.5    Gaps in literature review                         
2.6    Historical Background of Manufacturing Association
of Nigeria                                     
References                                 
CHAPTER THREE
RESEARCH METHODOLOGY
3.1    Research Design                            
3.2    Area of the study                            
3.3    Sources of Data                            
3.3.1 Primary Source of Data                        
3.3.2 Secondary Source                            
3.4    Population of the Study                        
3.5     Sample Size Determination                     
3.6    Sampling Procedure                            
3.7    Methods of Data Collection/Instrumentation        
3.8    Validity of the Instrument                        
3.9    Reliability of the instrument                    
3.10 Method of Data Presentation                    
References                                 
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
4.1    Background information of the respondents        
4.2    Question Items Designed along Research
Question 1                                
4.3    Research question two                         
4.4    Research question three                        
4.5    Research question four                        
4.6    Testing of hypothesis                         
4.6.1 Hypothesis one                            
4.6.2 Hypothesis two                                
4.6.3 Hypothesis three                            
4.6.4 Hypothesis four                             
4.7    Discussion  of findings                        
4.7.1 Hypothesis one                            
4.7.2 Hypothesis two                                
4. 7.3 Hypothesis three                            
4.7.4 Hypothesis four                            
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1    Summary of Findings                         
5.2    Conclusion                                
5.3    Recommendations                            
5.4    Suggestions for Further Research                 
Bibliography                                     
Appendix A                                    
Appendix B                                    
CHAPTER ONE
INTRODUCTION
1.1    Background of the Study
    Managers unequivocally agree that this century demands more efficiency and productivity than any other times. In history (Marcus, 2012:72). Businesses are striving to increase their performance and managers have been grappling with many challenges to succeed putting their company ahead of competitors. Moreso, the last two decades have witnessed the phase of transition from satisfied employees to committed employees, who are not predisposed to attrition, rather immersed in the goal and success of their organization and often serve as the force behind organizational success (a very 2011:45).
    Though to most executives, the concept of success is infused with brand equity, percentage of market shave and more critically increase in revenue. Yet, the true impetus behind all these attributes of business success comes from the employees (Baker, 2012:108). They are the success catalyses that make the competition firms and their absence could create a vacuum, through which history making organizations sink into obscurity. Employees now realize that by focusing on employee engagement, they can create more efficient and productive workforce. Any initiatives of improvement which are taken by management cannot be fruitful without willful involvement and engagement of employees.
    Perryman (2012:98), observes that employee engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organization. It is also about creating an environment where employees are motivated, want to connect with their work and really care about doing a good job. Employee engagement requires a two-way relationship between employee and employees. It is a positive attitude hold by the employee towards the organization and its values. An engaged employee is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organization.
    According to Sorensen (2009:85), employee engagement is closely linked with organizational performance. Companies with engaged employees have reduce employee turnover, reduced intention to lead with company, higher profitability, productivity growth and customer satisfaction. On the other hand, companies with disengaged employees suffer from waste of effort and talent, earn less commitment from the employees, face increased absenteeism and have less customer orientation, less productivity and reduced operating margins and net profit margin.
    Hewitt (2010:145), states that engaged employee constantly speak positively about the organization to co-workers, potential employees and customer. They (engaged employees) have an intense desire be members off the organization despite opportunities to work else where, they exert extra time, effort and initiative to contribute to business success and engagement, also reflects employees personal satisfaction and a sense of inspiration and affirmation they get from work and being a part of the organization.
    There are so many strategies of employee engagement towards improving organizational performance. They include, enhancing employee engagement through two-way communication, training of employees, incentives etc. but in the Nigeria manufacturing sector the rate of employee turnover is high with decline in performance. Hence the research wants to examine improving organizational performance through employee engagement with selected manufacturing firms as a case study.
1.2    Statement of the Problem
    The effect or consequences of not engaging the employees in an organization have led to increase in employee turnover. This is because employees are not robots, they have feelings they row like to contribute to the success of the organization and work with the managers in actualization of the organizational goals when they (employees) are disengaged, many of them will feel that they are not needed and may leave the organization.
    Another effect of disengaged employees on an organization is that it has led to increased rate or absenteeism, when the employees are disengaged, they will not be committed and they will eventually lose interest in coming to work regularly.
    Moreso, employee disengagement has led to less efficient and less productive workforce. Any initiative of improvement, which is taken by management cannot be fruitful without involvement and engagement of employees. Other effects of employee disengagement include waste of effort and talent, decline in productivity, decline in profitability and growth of the organization.
1.3    Objectives of the Study
    The general objective of the study was to examine improving organizational performance through employee engagement. However, the specific objectives included
1.    To find out how reduced labour turnover as a determinant of employee engagement affects the profitability of manufacturing firms in Enugu State.
2.    To investigate the relationship between employee commitment and the productivity of manufacturing firms in Enugu State.
3.    To asses how job satisfaction as a determinant of employee engagement affects labour turnover of manufacturing firms in Enugu State.
4.    To examine the effect of extra-role behaviour on customer loyalty of manufacturing firms in Enugu State.
 
1.4    Research Question
    Based on the objectives of the study the following research questions were raised
1.    How does reduced labour turnover as a determinant of employee engagement affect the profitability of manufacturing firms in Enugu State.
2.    What is the relationship between employee commitment and the productivity of manufacturing firms in Enugu State?
3.    How does job satisfaction as a determinant employee engagement affect labour turnover of manufacturing firms in Enugu State.
4.    What is the effect of extra-role behavior on customer loyalty of manufacturing firm in Enugu State?
1.5    Research Hypotheses
    Based on the research questions, the following hypotheses
Hypothesis One
Ho: Reduced labour turnover as a determinant of employee engagement does not affect the profitability of manufacturing firms in Enugu State.
Hi:    Reduced labour turnover as a determinant of employee engagement affects the profitability of manufacturing firms in Enugu State.
Hypothesis Two
Ho: There is no relationship between employee commitment and the productivity of manufacturing firms in Enugu State.
Hi:    There is a relationship between employee commitment and the productivity of manufacturing firms in Enugu State.
Ho:    Job satisfaction as a determinant of employee engagement does not affects labour turnover of manufacturing firms in Enugu State.  
Hi    Job satisfaction as a determinant of employee engagement affects labour turnover of manufacturing firms in Enugu State.
Hypothesis Four
Ho:    Extra role behavior does not affect customer loyalty of manufacturing firms in Enugu State.
Hi:    Extra role behavior affects customer loyalty of manufacturing firms in Enugu State.
1.6    Significance of the Study
This research work is very important because it examines improving organization performance through employee engagement. The management of various manufacturing organizations will benefit from this study because the study will enlighten them on how to improve organizational performance through employee engagement. The researcher (student) will benefit from this study as it is a partial requirement for the award of a Bachelor of Science (B.Sc) in business administration. The universities will benefit from the study as it enriches their data bank. The research work also serves as a reference material for further research on this topic.
1.7    Scope of the Study
    The research work covered improving organizational performance through employee engagement of selected  manufacturing firm in Enugu State.
The research also covered how reduced labour turnover as a determinant of employee engagement affects the profitability of manufacturing firms, investigate the  relationship between employee commitment and the productivity of manufacturing firms and how job satisfaction as a determinant of employee engagement affects labour turnover of manufacturing firms in Enugu State.
1.8    Limitations of the Study
    The researcher encountered some constraints the course of carrying out this study. Among them were time, finance and uncooperative attitude of respondents.
Time: The researcher carried out part of this research work, using lecturing time. This made the researcher to miss some lectures.
Finance: The researcher spent some money on transportation visiting the selected manufacturing firms, out relevant materials, related to the research work. Uncooperative attitude of respondents, the respondent of selected manufacturing firms were-economical with information, when they purpose, they gave out useful information.
1.9    Operational Definition of Terms
Employee Engagement: Emotional and intellectual commitment to the organization. If can also be defined as a the amount of discretionary effort exhibited by employees in their jobs.
Performance: This can be defined as the accomplishment of a given task measured against, cost and speed.
Organization: Two or more people, who work together in a structured way to achieve their goals and objectives.
REFERENCES
Avery, F (2013) Conceptualizing Employee Engagement New-Jersey; Prentice-Hall.
Baker, L. (2012) Employee Engagement Strategies Journal of Management Science. 10(11); 108.
Herritt, F. (2014) Engagement and Other Organization Behavior Constructs. International Journal of Management Science. 7(11); 212  
Marcuse, A (2012) Employee Engagement: The Key to Improving Performance; International Journal of Business and Management. 3(5); 72.
Perryman, F. (2012) Employee Engagement and Organization. Performance; London: Heinemann Publishers.
Sorenson, A. (2014) Evolution of Employee Engagement. Florida; Addition Publishers.