Employee engagement and performance : a study of South African retail organisations circa COVID-19


Vol 16 | Issue 3 pp. 58-67


Employee engagement is the practice of emotionally and physically engaging employees of organisations in order to derive greater organisational outcomes. More engaged employees lead to more satisfied customers, which eventually results in organisational success. Therefore, the primary objective of the study is to investigate employee engagement practices and empirically test the concept with the constructs suggested by the Temkin Group research. A quantitative research method was applied with a survey technique of data collection. A total of 253 valid cases were analysed in SPSS and SmartPLS software packages. The findings indicated that all the constructs used in this study (e.g. inform, inspire, instruct, involve, and incentivise) were found to be reliable and valid enough to develop an overall employee engagement concept. In addition, the practices were significantly related to the employee engagement concept. Employee engagement has the highest relationship with involved practice (β=0.901) compared to other practices. The mean value of inspire practice was the highest (2.9644) and incentivise practice had the lowest meanbscore (2.5534). Overall, the study contributed to the existing literature in employee engagement. The findings have
implications for human resource managers, marketers and related decision-makers.

Keywords: employee engagement; performance; South African; retail organisations

Back to Volume 16 issue 3

This article may be downloaded from the following locations:


Akter, N. 2015. Modelling intention to use third party logistics: an application of the theory of planned behaviour. PhD thesis. RMIT University. Australia.

Bailey, C., Madden, A., Alfes, K. & Fletcher, L. 2017. The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31-53.

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.

Gruman, J. A. & Saks, A. M. 2011. Performance management and employee engagement. Human resource management review, 21(2), 123-136.

Hair, J. F., Black, W. C., Babin, B. J. & Anderson, R. E. 2019. Multivariate data analysis: A global perspective (8th edition). Cengage Learning EMEA – United Kingdom.

Lucas, A. & Temkin, B. 2012. The Five Is of Employee Engagement. Temkin Group Insight Report. United States. Available at: www.temkingroup.com [Accessed 20 May 2020]

Malhotra, N. K. 2010. Marketing research: An applied orientation (6th edition). New Jersey: Prentice Hall.

Markos, S. & Sridevi, M. S. 2010. Employee engagement: The key to improving performance. International journal of business and management, 5(12), 89.

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), 600-619

Shukla, S., Adhikari, B. & Singh, V. 2015. Employee engagement-role of demographic variables and personality factors. Amity global HRM review, 5, 65-73.

Temkin,B. & Lucas, A. 2013. Employee Engagement Benchmark Study. Temkin Group

Back to Volume 16 issue 3