Employee_Engagement_and_Organizational_Survival

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Employee Engagement and Organizational Survival

Article in World Journal of Innovative Research · December 2020


DOI: 10.31871/WJIR.9.5.3

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https://doi.org/10.31871/WJIR.9.5.3 World Journal of Innovative Research (WJIR)
ISSN: 2454-8236, Volume-9, Issue-5, November 2020 Pages 79-92

Employee Engagement and Organizational Survival


C.S. Biriowu, Ofurum Ugonna Augustina

 to the fulfillment and application of other organizational


Abstract— Talented and motivated employees are vital in the objectives (Gross, 1968). This implies that survival is very
survival of any organization. In a turbulence and competitive crucial and remains one of the key objectives of any
environment, employee engagement has been shown to be the organization, without which the business will go into
source of competitive advantage. The paper examined the
association of employee engagement and organizational
extinction.
survival, with organizational culture as the moderating Osborne and Hammoud (2017) posit that corporate
variable. The paper is a theoretical review of extant literature survival is dependent on maximizing profits from existing
on employee engagement, organizational culture and competences; and achieved through dedicated and motivated
organizational survival. To achieve its objectives, the paper employees who influence the success of any organization
adopted teamwork, empowerment and participation as the (Laila, Iqbal and Rasheed, 2019). Buttressing this view,
dimensions of employee engagement while innovativeness,
adaptability and situation awareness were chosen as the Kortmann, Gelhard, Zimmermann and Piller (2014) opined
measures of organizational survival. The finding of paper that managers or organizational leaders must ensure the
showed that when employees were given the power to engagement of dedicated and motivated employees that will
participate in the decision making, they feel valued, trusted and work diligently towards achieving and sustaining
will go beyond the demands of the job and ensure that profitability. To achieve this, managers are devising
organizationalgoals are accomplished. However, the paper also strategies to improve performance and ensure survival amidst
found that effective leadership, communication, reward,
recognition and atmosphere of fairness among others are the all the disturbances encountered in the organization. The
drivers of engagement. The paper concluded that employee responsibility of achieving competitive advantage does not
engagement predicts organizational survival, rest on the managers or leaders alone, but with the employees
whileorganizational culture influences both variables. The (Olughor and Oke, 2014). According to Aguinis (2013),
paper recommended that managers should keep their human beings are vital to the success of any business; and this
employees engaged in order to reduce cost of recruiting new
is accomplished through motivated and talented employees
employees for the same job. In addition, since organizational
culture influencesemployee engagement, management of who render excellent service to customers. Therefore, efforts
organizations should ensure that employee engagement is should be made in getting them engaged and drawing
crafted into their strategic intent in order to have engaged necessary inputs in the advantage of the organization.
employees that will help the organization achieve its goals. Employee engagement describes a situation where
Lastly, organization can utilize the exit interview with departing employees feel involved, committed, passionate, empowered
employees to determine the level of engagement in the
and these feelings are exhibited in the work behavior (Mone
organization if properly handled.
and London, 2010). This means that employee engagement
Index Terms— Employee Engagement, Organizational involves the level of commitment, participation and
Survival, Organizational Culture, Participation, Teamwork, teamwork displayed by employees towards the organization.
Empowerment, Situation Awareness, Innovativeness and Employee engagement has been a subject of attraction for
Adaptability. almost two decades (Albercht, Bakker, Gruman, Macey and
Saks, 2015); and in recent years, it has been echoed strongly
I. INTRODUCTION with business executives (Macey, Schneider, Barbera and
Contemporary organizations are faced with array of Young, 2009). Additionally, organizations believe that
complexities, coupled with the dynamic nature of business engagement is a main source of competitive advantage.
environment, as well as the effect of globalization at the Therefore, the impact of employee engagement cannot be
workplace. These complexities are sometimes within and overemphasized. It has been shown to influence a range of
outside the control of managers or organizational leaders. attitudinal, behavioural, performance, and financial outcomes
Organizations interact with both internal and external (Christian, Garza and Slaughter, 2011; Halbesleben, 2010;
environments, and these environments influence their Macey et al., 2009). Halbesleben (2010) meta‐analysis
existence. Thus, organizations are social systems that interact revealed that engagement is positively linked with
to achieve predetermined goals such as: survival, goodwill, commitment, health, turnover intention and performance.
good citizenship, profitability, improved market share among Thus, it is an approach that increases the probability of
others (Jaja, Gabriel and Wobodo, 2019). Organizational business success, beneficial to both individual and
survival reinforces all other objectives, its achievement adds organization, as well as improves productivity and well-being
of employees.
C.S. Biriowu, Ph.D, Department of Management, Faculty of Management Moreover, it has become widely used in human resource
Sciences, Rivers State University, Port Harcourt, Rivers State, Nigeria management (HRM) domain. This is because it covers other
Ofurum Ugonna Augustina, Department of Management, Rivers State
University, Port Harcourt, Nigeria concepts that other commonly used terms like motivation,
satisfaction and commitment do not manage very well

79 www.wjir.org
Employee Engagement and Organizational Survival

(Torrington, Hall, Taylor and Atkinson, 2014). It was Conceptual Framework of Employee Engagement and
observed that during economic downturn, that engaged Organizational Survival
employees were instrumental in achieving competitive edge
and subsequent survival or success of business organization
(Richman, 2006). In the present-day work environment,
employee engagement has evolved as perhaps the best
challenge in the light of complexities and serves as strict
guidelines in many organizations (Mishra, Boynton and
Mishra, 2014).The process by which we expect engagement
to happen needs to be fully understood so that managers can
adopt strategies or manage other contextual issues to enable
full employee engagement.
As observed by Pepra-Mensah and Kyeremeh (2018), it
is not easy to drive and encourage high levels of engagement
among employees in organization.The responsibility lies on
the organization and their managers to adopt appropriate
strategies that will encourage engagement. Organizational
characteristics such as culture can influence it, as well as lead
to organizational survival. Scholars posit that culture is one of
the approaches to drive engagement among employees
(Namrita and Yoginder, 2017; Alarcon, Lyons and Tartaglia,
2010). Culture is the way of life of people and affects the way
individuals think, feel, act and behave in anorganization. Fig 1: Conceptual Framework of Employee
Therefore, an organization with positive and strong culture Engagement and Organizational Survival.
can control the behaviour of a highly motivated and dedicated Source: Conceptualized by the Researcher, 2020.
employee while a negative and weak culture will affect the
employee negatively (Pepra-Mensah and Kyeremeh, 2018). Theoretical Framework of Employee Engagement and
Hence, employee engagement is the result of a OrganizationalSurvival
well-established organizational culture (Denison, 2010 cited Social exchange theory and organizational justice are the
in Pepra-Mensah and Kyeremeh, 2018).Despite the theories linking both variables.
conceptualization of employee engagement by Kahn (1990),
there is paucity of both theoretical and empirical literature on II. SOCIAL EXCHANGE THEORY
the influence of employee engagement on organizational This theory postulates that social behavior is the result of
survival. Against this backdrop, this paper critically reviewed an exchange process (Blau, 1964). According to social
the concept of employee engagement and organizational exchange theory, when employees receive value through
survival. To achieve its objectives, teamwork, participation empowerment, training, and participation, the employees will
and empowerment were the dimensions of employee feelsense of belonging and in return will reciprocate the
engagement while innovativeness, adaptability and situation gesture or repay the organization by being engaged
awareness were the measures of organizational survival. It physically, emotionally and cognitively. The employees will
will also, review somedefinitions;identify some of the become motivated to perform their job as well as bring in
drivers, outcomes and measurements of employee creative ideas and innovativeness to turn the fortune of the
engagementas well as the theoretical framework linking the business around. Additionally, engaged employees are basis
two variables. of creative performance, and this will attract more talented
individuals to the organization. When talented individuals are
attracted they will become a source of competitive edge for
the organization, hence an asset, not a liability like
disengaged employee. Employee engagement is based on
giving and giving more, with the belief that the gesture will
be reciprocated. Consequently, when they are empowered to
take decision concerning them, they will become more
committed to the success of the organization.

Organizational Justice Theory


The emphasis of this theory is on how leaders use fairness
in the procedure that results to outcome (Colquitt, Conlon,
Wesson, Porter and Ng, 2001). This outcome must be
perceived to be fair by everybody in the organization. Thus,
procedural justice predicts employee engagement. Equity or
fairness is a key driver of employee engagement, while the

80 www.wjir.org
https://doi.org/10.31871/WJIR.9.5.3 World Journal of Innovative Research (WJIR)
ISSN: 2454-8236, Volume-9, Issue-5, November 2020 Pages 79-92

key elements are commitment and discretionary effort. Saks aspect centers on the physical vitalities exerted by individuals
(2006) argued that employee engagement is linked with a to achieve their roles. The cognitive concerns the belief of the
sustainable workload, feelings of choice and control, employees‟ about the organization, the leaders and working
appropriate recognition and reward, a supportive work conditions. The emotional aspect concerns the feelings
community, fairness and justice, and meaningful and valued employees‟ have about each of the factors and its effects,
work. An atmosphere of fairness tries to make the employees‟ which could lead to positive or negative attitudes towards
place of work better. When an organization treats its theorganization and its leaders. This implies that engagement
employees well, in return they will be dedicated to their job entails psychological and physical presence of employees
and become physically and emotional committed to the when carrying out tasks in an organization.Similarly,
organization. According to Frank, Finnegan and Taylor Schaufeli, Salanova, González‐Romá and Bakker (2002:74)
(2004), employee engagement drives employee‟s aspiration describe employee engagement “as a positive, fulfilling,
and willingness to give discretionary efforts in their jobs. work‐related state of mind that is characterized by vigor,
When an employee‟s give discretionary efforts in their job, dedication, and absorption”.Vigor is described by high levels
they will work above their job demands to ensure the of energy and mental resilience, dedication depicts feelings of
organization achieves its goals. Consequently, when an importance, passion, inspiration, pride and challenges while
organization achieves its predetermined goals, the absorption involves being dedicated and occupied with the
organization has been able to adapt to changes in the job and not thinking of quitting the job.
environment as well as competitive edge.
According to Abraham (2012), employee engagement is
III. EMPLOYEE ENGAGEMENT the degree to which the employees are satisfied with their job.
The development originated from the studies conducted in In the same vein, Mone and London (2010) see employee
the 1920s on morale or a group‟s enthusiasm to achieve engagement as asituation where employees feel involved,
organizational goals, and used by the US Army scholars committed, passionate, empowered and these feelings are
during World War II to forecast unity of effort and attitudinal exhibited in the work behavior. By implication, employee
battle, in order to get prepared before they confront their engagement is the level of commitment and participation an
opponent (Siddhanta and Roy, 2010).Conversely,Torrington employee displays towards the organization. Also, Markos
et al. (2014) averred that employee engagement is credited to and Sridevi (2010) advanced that employee engagement has
the work of Khan (1990), who postulated the first grounded positive influence on organizational performance. They
theory concerningpersonal engagement and disengagement at further opined that when employees are more engaged,
workplace.Thus, it was after this conceptualization, that theorganization performs better and, thus has a positive
employee engagement came into limelight. With respect to its impact on performance outcomes such as productivity,
definition and measurement, there has been divergence profitability, employee retention, safety and customer loyalty.
ofviews among scholars and practitioners. It has been defined From the above definitions, we can deduce two elements of
differently by scholars and practitioners. Torrington et employee engagement as commitment and discretionary
al.(2014) observed the lack of clear, precise, concise and effort.Thus, this paper adopts the definition of employee
widely agreed definition of engagement. This they attributed engagement by Mone and London (2010), and from where
partly to the sheer number of different ways in which the verb thedimensions (teamwork, participation and empowerment)
„to engage‟ is defined in dictionaries and commonly used in were derived.
everyday speech.
Moreover, the lack of agreed definition is a limitation for Equally, there is a decrease in employee engagement, as
researchers to reach a better understanding of how to measure well as heightened disengagement among employees today.
it. Thus, employee engagement has been defined and Notwithstanding the numerous research and coupled with the
measured differently by researchers and consultants, huge number of surveys that organizations can utilize in
however, the meaning sound like other constructs like measuring it, engagement has relatively remained unchanged.
organizational citizenship behaviour and organizational Gallup (2006) identified three levels of engagement : (i)
commitment (Robinson, Perryman and Hayday, 2004). engaged employees who are those that are full of vitality and
Consequently, researchers, practitioners and reviewers do enthusiastic about their job ;(ii) not engaged employees who
not use the same components to describe employee are investing their effort and approaching their work with
engagement.Thus, there is no universally agreed definition little vitality or enthusiasm, yet not meddling with others;(iii)
and measurement, but has common elements such as: energy, disengaged employees and involve those individuals who are
involvement and an inclination to contribute to miserable about their work, and who effectively mumble and
organizational success (Bakker, Albrecht and Leiter, gripe about their job and the organization, as well as subvert
2011).Employee engagement is defined as “the harnessing of what their engaged colleagues are attempting to
organization members‟ selves to their work roles; in accomplish.According to Reilly (2014), thesurvey conducted
engagement, people employ and express themselves by Gallup showed that only 13% of the global employees
physically, cognitively, and emotionally during role were engaged. However, the recent report of Gallup on the
performances”(Kahn, 1990: 694). This is an condition of the worldwide workforce, granting that the
all-encompassing definition that has three aspects of outcomes improved for Hopkins University in the 2018
engagement: physical, cognitive and emotional.The physical survey, employee engagement is still not impressive. The

81 www.wjir.org
Employee Engagement and Organizational Survival

report of the most recent condition of the worldwide working unfriendly activity. Employee engagement consists of
environment shows that 85% of employees are not engrossed cognitive, emotional and behaviourial components, and
or effectively disengaged at the workplace. Specifically, measurement of employee engagement should generally
Gallup stated that 18% are effectively detached at work, contain questions that focus on these three components.
while 67% are not locked in at all and they don‟t have any Therefore, questions on cognitive component
intention of leaving the organization (HR Exchange Network, evaluateemployee‟s beliefs about the organization, its
2018). This implies that organization will record low rates of leaders, and the prevalent culture in that organization.The
employee turnover but have high level of disengagement. emotional questions measure employee‟s feelings about the
organization and their work. Such questions will include their
Drivers of Employee Engagement satisfaction on the job, recognition and rewards received from
the organization among others. The behavioural questions
Employee engagement drivers are those factors that assess the amount of effort employees are willing to apply as
facilitate job satisfaction.They are those things that when well as their readiness to exhibit extra-role behaviours and
present in an organization, can make employees to go beyond commitment to remain in the organization.From the
their job demand and ensure the organization survives. From perspective of AIHR Analytics (2019), there are challenges
the review of extant literature, scholars have advanced encountered in measuring of employee engagement. They
several drivers of engagement, but below are the eight factors identified lack of unified definition as the biggest challenge.
that we deduce from the extant literature that can drive Consequently, they identified three ways to measure
engagement. Effective leadership affects employee employee engagement as (i) by an employee engagement
engagement. A leader has a role to play in driving employee survey provider; (ii) the organization; and (iii) hybrid
engagement. According to Reilly (2014), leaders and approach in which annual engagement is measured by the
supervisors ought to inspire employee participation by survey provider while pulse engagement is measured by the
identifying the obstructions to engagement as well as company throughout the year.The service provider is the
appreciate any solutions emanating from the employees in method that is traditionally used by many organizations, and
order to effect positive change. is estimated each a couple of years. The provider deals with
Thus, Fig 2 below highlights the major drivers of the coordination and the software while the outcomes of the
engagement and when implemented by managers will cause study are conveyed to the organization. Gallup and Mercer
the employees to be dedicated and work towards attaining are the renowned survey providers. These approaches have
goals and organizational survival. merits and demerits, the demerits range from costly to time
consuming; while the hybrid approach involves analytics and
The Drivers of Employee Engagement has been used by many companies for over two decades
(AIHR Analytics, 2019).

They further posit that organizations use employee


feedback form for particular divisions with the yearly
evaluation, and used for specific analyses, which include:
assessment of sales performance and analyzing the motives
behind truancy in a particular unit. Pulse survey is also a
technique used by many organizations, which involves set of
questions sent to chosen workforce to get understanding
about the organization.Thus, measuring employee
engagement is a big challenge but advised the use of
pre-validated survey and engagement of the services of a
psychometriciantodesign the questionnaire for the survey.
However, they recommended science based research like
Utrecht work engagement scale (UWES) and Gallup work
audit. Figure 3 depicts an employee pulse survey while
figure4 is a Gallup workplace audit.

Figure 2: The Drivers of Employee Engagement


Source: Conceptualized by the Researcher, 2020

Measurement of Employee Engagement

According to Chartered Institute of Personnel Management


of Nigeria (CIPM, 2018), an organization may use a survey to
ascertain employee engagement at intervals. But, the
employees may not see anything positive of the survey. As
such organizations spend huge sums of money in private An Employee Pulse Survey
research on engagement, which the employees view as

82 www.wjir.org
https://doi.org/10.31871/WJIR.9.5.3 World Journal of Innovative Research (WJIR)
ISSN: 2454-8236, Volume-9, Issue-5, November 2020 Pages 79-92

Fig 3: Employee Pulse Survey


Source: AIHR Analytics, 2019.
Fig 4: Gallup workplace Audit
Measuring Employee Engagement Metrics Source: Gallup

Outcomes of Employee Engagement

Employee engagement is vital for organizational success,


and influences employee and financial performance. Engaged
employees feel valued, trusted and thus perform above their
job tasks to achieve organizational goals. Table 1 shows
some of the outcomes of employee engagement.

Table 1: Outcomes of Employee Engagement

S/N Individual Outcomes Team/ Unit Outcomes Organizational Outcomes

1 PositiveAttitudes to work Team Performance Improved Performance


2 Job satisfaction Team Innovation Improved Productivity

3 Commitment and Motivation Team cohesiveness Competitive Advantage

4 Reduced turnover intentions Group Think Financial Returns

5 Performance/Behaviour(in-role Retention
behaviour and extra-role behaviour)

6 Reduced Absenteeism Enhanced Customer Service


Improved Quality
Organizational Success

Source: Conceptualized by the Researcher, 2020


. Saleh (2013), empowermentis an approach of giving an
employee the authority to make decisions and the allocation
of responsibilities from manager to other employees. Baird
Dimensions of Employee Engagement and Wang (2010) defineemployee empowerment as the
delegation of power and responsibility occupied by
Empowerment: Employee empowerment is seen as a management level in the organizational hierarchy to lower
profitable venture that yield return for organization. This is level employees, with respect to decision making. According
because of their skills, knowledge and experience which to Senevirathna, (2018), the aim of empowerment is to
represent economic value thereby enhancing productivity. improve the performance of employees by increasing
Given the highly competitive business environment, many participation and involvement in decision making.Hunjra,
top managers believe that giving up centralized control will UlHaq, Akbar and Yousaf (2011) posit that empowerment is
promote speed, flexibility, and decisiveness in employees‟ a fundamental and important concept for achieving success,
actions (Draft, 2001).Pastor (1996) describes empowerment productivity, and growth in any businessendeavor. In the
as employee‟s ability to make decisions and take view of Meyerson and Dewettinck (2012), it involves the
responsibility for their own actions. According to Saif and development of trust, motivation, participating in

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Employee Engagement and Organizational Survival

decisionmaking, as well as the removal of any boundaries towards a common and valued goal/objective/mission”
between an employee and top management. Studies (Salas, Dickinson, Converse and Tannenbaum, 1992: 4).
conducted by scholars showed that empowerment has various Marks, Mathieu and Zaccaro (2000) defined teamwork as
outcomes on organization, such as: achievement of success, individuals who work interdependently towards achieving a
employee performance, job satisfaction (Meyerson and common goal.Teamwork is the adaptive, dynamic, and
Dewettinck, 2012; Raza, Mahmood, Owais and Raza, 2015). intermittent process that comprises the thoughts, feelings, and
behaviors among team members in their interaction towards
Teamwork:In today‟s business environment, it is only few attaining a common goal (Salas et al., 2014). Burke, Wilson
employees that can perform their job without the support and and Salas (2003) posit that to achieve effectiveness among
input of others. Thus, when employees have the support and teams, they must successfully perform both task work and
cooperation of their colleagues, they will share innovative teamwork. Task work entails the completion of specific tasks
ideas, accomplish more tasks,and proffer creative solutions to by team members in order to achieve team goals. Mathieu,
complex problems experienced in their organization. Ancona Maynard, Rapp and Gilson (2008) averred that effective
and Caldwell (1992) opined that organization depend on teamwork entails the sharing of knowledge, coordinating
teams for the development of innovative products and behaviours, and trusting one another, if these are not feasible,
services. Teamwork plays an important role in the they will fail. This implies that both task work and team work
accomplishment of tasks in organization, and aids in reducing are crucial for team to perform successfully and the
organizational hierarchy and increases the involvement of effectiveness of one assists the other.Salas et al. (2014) after
employees.Teams are needed in all organizations, be it reviewing some research on teamworkdeveloped a heuristic
hospital, oil rigs, military, flight decks and in all other guideline known as “critical considerations.” These nine
organizations that functions on a daily basis (Salas, Shuffler, critical considerations start with the letter C and is adapted
Thayer, Bedwell and Lazzara, 2014). but with some modification with respect to the meanings and
references.
Teams are “distinguishable set of two or more people who
interact, dynamically, interdependently, and adaptively
Table 2: The 9 Critical Considerations of Teamwork

Critical Considerations Meanings References

Cooperation These are behaviourial action that Mathieu, Maynard, Rapp & Gilson
drives teamwork and include: attitudes, (2008).
beliefs, and feelings of the team
members.

Conflict The alleged incompatibilities in the Bradley, Postlethwaite, Klotz,


interests and beliefs held by one or more Hamdani &Brown (2011).
team members.

Coordination The organizing of complex activities Marks, Zaccaro & Mathieu


to enable them work together to achieve (2001).
results.

Communication The process whereby information are Connaughton & Daly, 2004; LePine,
disseminated to members of a team. The piccolo, Jackson, Mathieu & Saul
feedback will form and recreates the (2008).
attitudes, behaviors, and cognitions of
the team.

Coaching This is a form of development in Hackman & Wageman, 2005;


which a person called “A Coach” Morgeson, DeRue, & Karam (2010).
supports a learner in achieving a specific
career goal by providing training, advice
and guidance.

Cognition The mental process of acquiring DeChurch & MesmerMagnus, (2010).


knowledge, skill, abilities and
understanding through thoughts,
experience and the senses which is
shared among team members.

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Composition This entails the competence of a good Humphrey, Morgeson, & Mannor
team such the expertise, abilities, and (2009).
mindsets, as well as the effect of
diversity in achieving success in the
team.

Context This means situational attributes Bedwell, Wildman, DiazGranados,


which influence the event, behaviors and Salazar, Kramer & Salas (2012); Hertel,
how the different factors impact on team Konradt & Orlikowski (2004).
results.

Culture The way of life of the people that Stahl, Maznevski, Voigt & Jonsen
determines how individual think, feel, (2010).
and perform their tasks, and visible in
their values, beliefs, norms, and artifacts.

Source: Adapted from Salas, Shuffler, Thayer, Bedwell, and Lazzara(2014).


Employees‟ involvement in decision making has several
outcomes such as: increase motivation (Kim, 2002); increase
Participation: This is one of the key concepts workers satisfaction (Cotton et al., 1988); improves job
in communication and media studies. Employee satisfaction (Kim, 2002); organizational performance
involvement in decision making is also referred to as (Kazimoto, 2016); and innovation (Senevirathna, 2018)
participative decision-making (PDM). It is a process by among others. In essence, performance in organizations can
which employees are involved in the organizational decision be enhancedby giving the employees the opportunity to share
making in which they work. Vroom (1974) defined their thoughts and emotions (Kazimoto, 2016).Furthermore,
participation simply as involvement. In the view ofNoah Markos and Sridevi (2010) averred that for employees to
(2008), participation is a special type of delegation whereby achieve expected results, organizations should allow them to
the subordinate gain greater control as well as freedom of be independent on their job, thereby reassuring independent
choice aimed at linking the communication gap between the reasoning,critical thinking, and in taking feasible decision on
management and employees. Similarly, Mitchell (1973) the best way to complete theirresponsibilities.They further
describes it as situation where decision making isshared in the advanced that managers and leaders should attend to
work environment.Kim (2002)has argued that participative employees‟ concerns and recognize their contributions, as
decision making is an essential element that improves job this will improve organizational performance. Davis and
satisfaction in an organization. Newstrom (1997)posit that in certain
circumstances,participation will link with mental and
Additionally, Cotton, Vollrath, Froggatt, Lengnick-Hall and emotional involvement thereby resulting to increase in
Jennings (1988) contendedthe existence of strong employee motivation. This will also lead tojob
relationship between organizational and individual satisfaction,effective teamwork, improved
effectiveness. Thus, managers in organization must treat their supervision,reduced stress, less conflict, as well as enhanced
employees fairly, in order to achieve organizationalgoals commitment to organization goals and acceptance of
(Irawanto, 2015).Moreover, scholars have carried out studies organizational change. They conceptualized employee
on employee participation and other variables that influence participation process as shown in fig 5 below.
it. The study carried out by Cadwallader, Jarvis, Bitner and
Ostrom (2010) revealed that a number of elements control the
link between the participation of the employees in
decision-making with organizational climate, including
efficient cooperation and effective dissemination of
information amongst others.When employees are allowed to
take decision in an organization, they feel valued, secured and
communicates freely with their peers without limits and
formal courses of action.

The study carried out by Wood and De Menezes (2011)


align with the above view, as their findings revealed that
when employees take part in any decision making program
introduced in organization, itincreases their motivation.

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Employee Engagement and Organizational Survival

corroborating with the above view, Menguc and Auh (2006)


Employee Participation Process see innovativeness as a means to an end and not an end.They
further posit that this is what differentiates innovativeness
from innovation.
Innovativeness has been defined differently by scholars. It
is defined as a “firm‟s overall innovative capability of
introducing new products to the market, or opening up new
markets, through combining strategic orientation with
innovative behaviour and process” (Wang and Ahmed 2004:
304). On the other hand, Slater and Narver (1994) consider
innovativeness to be one of the basic belief making
competences that drive performance. Reasoning in the same
line of thought, Markides (1998) sees it to be the
improvement of newviable plans that create value for the
organization. Amabile (1977) associates it with
organizational creativity. In the view of Hult et al. (2004)
innovativeness is seen as the ability of firm‟s to introduce
new processes, products, or ideas in the organization. In the
same vein, Lumpkin and Dess (1996) describe it as a
Fig 5:EmployeeParticipation Process company's proclivity to take part in and bolster new thoughts,
Source:Davis and Newstrom (1997). to explore, and be inventive. From the above definitions,
creativity is considered a key element of innovativeness.
Consequently, in a competitive global marketplace,
IV. ORGANIZATIONAL SURVIVAL innovativeness helps organizations to achieve competitive
Organizational survival is dependent on its capability to edge. It also contributes to increased competitiveness and
muddle through the influence of internal and external supportsthe likelihoods of survival (Ellonen, Blomqvist and
environmental factors. External environmental factors such Puumalainen, 2008).Therefore, innovation helps
as political, socio-cultural, economic, legal among other organization to remain competitive and attain sustainability.
affects the survival of any business.Organizational survival Adaptability: The development of the word adaptability is
strengthens every other objectives of any organization, and traced to the field of biology, and it means the ability to be
isseen as an unwritten law of every organization (Gross, flexible when change occurs (Akhigbe and Ohiria, 2017).
1968). In addition, Gross (1968) posit that any organization According to Denison (2017), it is the extent to which an
that does not have survival as their primary objective should organization has the capacity to modify behavior, structures;
reassess the objectives. According to Sheppard (1993), the and systems geared towards survival during environmental
most objective approach in measuring survival in change. It is considered to mean the active changing of the
organizations is to observe their continuing existence. From business operating environment. From the perspective of
the perspective of Lee (2006), forany organization to survive Cohen and Levinthal (1990), adaptability is the ability of an
in a competitive and vibrant business environment, depends organization to expect and simultaneously react to threats and
on how effective the organization learn to adapt itself to the opportunities by controlling the circumstance to its
environment, as well as take advantage of its human and advantage.It is a continuous process of change that lasts
material resources. In the same light, Huber (2011) stated that throughout the organization.Organization is an open system
adapting to changing environments remains a serious concern that constantly interacts with the environment.
for organizational leaders if they must survive. This implies
that for any organization to achieve survivability, the leaders
must have adaptive capacity and must keep abreast of According to Agboola and Salawu (2011: 235),
environmental factors affecting their organization. This they “organizations have to adapt to the environment to become
can do, by constantly scanning the environment. competitive and stay ahead or at least keep afloat”. Therefore,
Innovativeness: This is anorganization-wide innovation the employees have to adjust to both internal and external
capability structure, and is the defining factor for long term conditions such as: revision of work processes and rules,
survival of firms. In innovation and tourism literature, the introduction of new equipment as well as the dropping and
word innovativeness has been frequently used, however with addition of product lines.In the same vein, Akhigbe and
a blend of conceptualizations and understandings, as often as Ohiria (2017) assert that for organization to survive in a
possible utilized conversely with innovation (Wang and dynamic and competitive business environment, it depends
Ahmed, 2004).Literature reveals that innovativeness is on the effectiveness of the organization in learning how to
anantecedent to innovation and denotes a firm‟s ability to adapt to the environment, as well as how to efficiently
innovate (Hult, Hurley and Knight, 2004).This implies that exercise dynamic capability on its resources. Therefore, by
innovativeness is planned and viable alignment of a company implication, adaptability reflect on some aspects of an
while Manu (1992) posit that innovation is the means adopted organization such as: the leadership and decision making
by organization in accomplishing competitive advantage.In structures, knowledge and information flow as well as the

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degree of innovation, creativity and flexibility that the workforces are bound to get the best out of them, which will
organization promotes or tolerates(Pollock,2016). constantly generate innovative ideas and sense of duty that
Situation Awareness: The challenges of a new class of will definitely affect the execution of task. On the other hand,
technology stimulated interest in the area of situation Ongori and Shunda (2008) assert that with the advent of
awareness in the mid-1980‟s, and is required for the effective globalization, it is imperative for organization to empower
performance of tasks by individuals (Endsley and their employees in order to keep abreast of changes, as well as
Garland,2000).Situation awareness involves the ability of an adapt adequately to the macro-environment.
organization to monitor what is going on around the
environment where they carry out their business, as well as Additionally, the outcome of their study revealed that
understanding the value of such information to them in the employee empowerment is indispensable in helping
present circumstances and later on (Endsley, Bolte and Jones, organizations to respond quickly to any environmental
2003). Situational awareness is usually applied in operational changes, as well as reduction in employee turnover
situations, as it was initially linked with the military where intentions.Sharma and Kaur (2011) examined workplace
pilots are required to understand, absorb and take action on empowerment and organizational effectiveness in the Indian
large volumes of information in order to perform their roles banking sector adopting competing value framework model.
effectively (Endsley, 1995). Its importance cannot be The finding of the study showed that employees of the public
overemphasized, as it empowers the organization to know sector banks perceive themselves to be more empowered than
how its environment and the individuals in it impact their the private sector employees. Consequently, empowerment
activities. Moreover, Turner (1976) states that creating makes employees to be motivated and passionate in making
awareness and understanding of the situation as well as its use of their unique competencies and creativity in ensuring
potential consequences could prevent the accumulation of the survival of organization. Moreover, studies showed that
unobserved events. empowerment has various outcomes on organization such as:
achievement of success, employee performance, job
Employee Engagement and Organizational Survival satisfaction (Meyerson and Dewettinck, 2012; Raza,
Though there is paucity of researches conducted on Mahmood, Owais and Raza, 2015).
employee engagementand organizational survival.
Management literature shows that employee engagement has Participation and Organizational Survival
organizational outcomes on employee performance, job Participation is a process by which employees are involved
satisfaction, organizational effectiveness, organizational in the organizational decision making in their workplace. The
success, profitability, competitive advantage, productivity, employees not just act on order but take part in decisions
innovation, retention, as well as dynamic work results, and affecting their job.Employee participation in decision making
these lead to sustainability and survival of an about their job is considered as part of a high- involvement
organization(Hartnell, Ou and Kinicki, 2011; Markos and work processes, which aimed at enhancing the degree of
Sridevi ,2010 ; Lee and Yu, 2004).Consequently, without exercising discretion and acceptance of responsibility (Boxall
committed and dedicated employees, an organization cannot and Mackay, 2014).They further posit that higher
achieve competitive advantage.When these organizational involvement is a fundamental factor that predicts higher job
outcomes are achieved through engaged employees, the satisfaction and improved work–life balance.According to
organization is said to have achieved survival. Davis and Newstrom (1977), participation entails mental and
emotional involvement of people that result to outcomes for
Falola, Salau, Olokundun, Oyafunke-Omoniyi, Ayodotun, both employees and the organization. For the employees, it
Ibidunni and Oludayo (2018) carried out a study on leads to self-esteem and less stress, whilethe organization
employees‟ intrapreneurial engagement initiatives and its achieves higher output and better quality service.In the view
influence on organizationalsurvival. The study showed that of Azadehdel, Chegini and Delshad (2013), employee
fostering employees‟ intrapreneurial engagement has positive participation brings about job competencies and job
significant implications on organizational survival. This autonomy, and is closely associated with quality service and
submits that employees‟ empowerment, involvement, job satisfaction. Furthermore, it aids in the enhancement of
autonomy, relationships and reward system have significant employee skills, provides effective services, stimulates
effects on organizational survival.Thus, employee information sharing, problem solving, as well as the
engagement predicts organizational survival. generation of new ideas for employees.

Empowerment and Organizational Survival According to Irawanto (2015), the ability of any
According to Ghosh (2013), empowerment is depicted as organizations to involve employees in the decision making
the degree of freedom and accountability given to employees process, will enhance their creative thought.When employees
in taking decisions about their job without referring or getting are allowed to take decision in an organization, they feel
approval from their supervisor.Employee empowerment aids valued, secured and communicates freely with their peers
infostering innovationand remains one of the strategies that without limits and formal courses of action. This spurs them
organizations use to drive innovative idea that nurture creati- to go beyond and above the job demands to ensure that the
ve capabilities (Lee, Hwang and Choi, 2012). Elnaga and organization achieve its goals.Erengwa, Nwuche and
Imran (2014) opined that organizations that engage its Anyanwu (2017) carried out a study on employee

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participation and organizational survival in selected culture serves as the bridge in bringing these individuals with
manufacturing firms in Port Harcourt, Nigeria. The result of different values, perception, ambition and principles together.
their findings revealed that team work and information Organizational culture could be positive or negative.
sharing have impact on organizational innovation and Organizations with a positive culture reward their employees,
adaptability in the manufacturing firms that were studied. The and create a conductive environment where employees
study concluded that employee participation has a significant develop, grow and operate at their full potential (Robbins and
relationship with organizational survival. Therefore, human Judge 2012). Thus, culture of an organization affects the way
element is continuously regarded as one of the factors the employees behave, think, act, feel and perform their
affecting the survival, as well as the great asset for any assigned roles, and involves the combination of values,
organization to achieve its goals. beliefs and norms (Schein, 2011).Culture is very paramount
in the survival of every organization. Therefore, the ability of
organization to foster creativity and innovation depends on
Teamwork and Organizational Survival organizational culture. From the perspective of Nair and
Teamwork plays an important role in the accomplishment Gopal (2011), an organization that nurture innovation and
of tasks, aids in reducing organizational hierarchy and culture, must gradually provide facilities, incentives,
increases the involvement of employees.Thus, when conducive work environment coupled with effective
employees have the support and cooperation of their leadership. Effective leadership influences followers‟ ability
colleagues, they will share innovative ideas, accomplish more to generate new ideas and have passion in what they do.
tasks, and proffer creative solutions to complex problems Hofstede (2003) describes culture as values and
experienced in their organization. According to Ancona and applications of an organization which differentiates it from
Caldwell (1992), organization relies on teams for the others. Accordingly, Gong, Huang and Farh (2009) assert that
development of innovative products and services, as well as the ability of the followers or subordinates to be innovative is
to achieve survival.Harvey, Novicevic and Garrison (2004) based on the leader‟s exhibition of empathy, consideration,
opined that for an organization to survive in a competitive and support, which help them to work efficiently and
global environment is contingent on its capability to manage effectively. This corroborates with the view of Alarcon,
dynamic and adaptive teams. This is necessitated because Lyons and Tartaglia (2010). They posit that engagement of
teamwork entails cooperative environment where two or the workforce is appraised at an individual level taking into
more people work together to achieve common goals by cognizance that individual commitment levels are affected by
sharing knowledge and skills. From the perspective of the organization‟s leadership and culture among different
Castka, Bamber, Sharp and Belohoubek (2001), effective elements. Organizational culture is very unique to an
teamwork enhances productivity, efficiency, creativity and organization, hence, regarded as the lifeblood of any
performance, as well as employee satisfaction. organization.A supportive culture spurs employees to be
innovative and work towards the achievement of
Reasoning in the same line of thought, Burke, Stagl, Salas, organizational goals (Van Allen, 2013).
Pierce and Kendall (2006) posit that adaptation to According to Sok, Blomme and Tromp (2014), employees
unanticipated events can be managed by teams. This is that work in an organization with supportive culture enjoy
because team members work cooperatively and dynamically, work-life balance, experience reduction in negative
as such have variety of capacities, experiences and networks work-home spill overs. Furthermore, the organization
to depend on when change occurs in organization. They provides flexible work home arrangements, which lead to the
further posit that team learning, team innovation and team attraction and retaining of high quality employees. Thus,
performance management are related, and thus have effect on organizational culture is the most essential variable that
team adaptation. The study by Hoegel and Gemuende (2001) influences the organizational performance and subsequently
revealed that teamwork quality has strong relationship with survival.Organizational culture has positive outcomes on
the personal success (job satisfaction and learning) of team innovation capability (Yesil and Kaya, 2012), product
members. Moreover, Fay, Shipton, West and Patterson innovation (Valencia, Valle and Jiménez, 2010), and
(2015) investigated teamwork and organizational innovation corporate performance (Oparanma, 2010). Yesil and Kaya
with HRM context playing a moderating role. Their finding (2012) carried out a study on the role of organizational culture
submitted that the extensive utilization of teamwork, leads to on innovation capability. Their result indicated that
higher level of organizational innovation, and thus, is adhocracy culture dimension positively affects innovation
dependent on production teams, as well as the general nature capability of the firms. Also, study carried out by Oparanma
of the HRM frameworks that exist in the companies. (2010) showed that organizational culture has positive effect
on performance.

The Moderating Role of Organizational Culture V. CONCLUSION


between Employee Engagement and Organizational The paper critically reviewed employee engagement and
Survival organizational survival. The review has established that
Organization is a social system that is made up of people employee engagement influences organizational survival. It
with diverse backgrounds, who work interdependently and also revealed that there is no universally agreed definition of
cooperatively to achieve their goals. Thus, organizational employee engagement, as it has been defined differently by

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ISSN: 2454-8236, Volume-9, Issue-5, November 2020 Pages 79-92

scholars and practitioners. This lack of unified definition has


[8] Amabile, T.M. (1997). Motivating creativity in organizations: On
affected its measurement.Employee engagement is at the doing what you love and loving what you do. California Management
heart of the employment relationship. It is about what people Review, 40(1), 39-58.
do and how they behave in their roles and what makes them
[9] Ancona, D. G., & Caldwell, D.F. (1992). Bridging the boundary:
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Organizational Psychology, 20(1), 4- 28.
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[14] Blau, P. (1964). Power and exchange in social life. New York: John
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VI. RECOMMENDATIONS
Based on the above conclusion, we recommend that [15] Boxall, P., & Macky, K. (2014). High-involvement work processes,
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culture affects employee engagement, management of Psychology, 97(1), 151–158.
organizations should ensure that employee engagement is
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Understanding team adaptation: A conceptual analysis and model.
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[20] Castka, P., Bamber, C. J., Sharp, J. M., & Belohoubek, P. (2001).
Factors affecting successful implementation of high performance
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