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International Journal of Language, Literature and Culture (IJLLC)
ISSN: 2582-9823
Vol-2, Issue-6, Nov– Dec 2022
Journal DOI: 10.22161/ijllc
Article CrossRef DOI: 10.22161/ijllc.2.6.3
Peer-Reviewed Journal
Online Available
https://aipublications.com/ijllc/ 30
Work engagement and its influence in boosting
productivity
Bryar Sami Abdulrahman1, Khowanas Saeed Qader2, Diyar Abdulmajeed Jamil3, Karkhi
Khalid Sabah4, Bayar Gardi5, Sanarya Adnan Anwer6
1,2Department of Accounting and Finance, College of Administration and Economics, Lebanese French University, Erbil, Kurdistan
Region, Iraq.
3,5Department of Accounting, College of Administration and Financial Sciences, Knowledge University, Kirkuk Road, 44001 Erbil,
Kurdistan Region, Iraq.3,5
4Department of Business Administration, College of Administrations and Economics, Lebanese French University, Erbil, Kurdistan
Region, Iraq.
5Department of Business Administration, College of Administration and Financial Sciences, Knowledge University, Kirkuk Road, 44001
Erbil, Kurdistan Region, Iraq.
Article Info
Abstract
Received: 19 Oct 2022,
Received in revised form: 05 Nov 2022,
Accepted: 10 Nov 2022,
Available online: 15 Nov 2022
Keywords— Work engagement, equity,
productivity, culture, inspiration.
©2022 The Author(s). Published by AI
Publications. This is an open access
article under the CC BY license
Today's managers are working hard to improve their performance in the face
of increasing competition and obstacles. Organizational objectives can only
be met if employees are engaged with their jobs. In addition, they indicated
that further research is needed to determine how it affects performance.
Emotional involvement in the workplace can be described as "putting one's
heart and soul into one's work. The study aimed to investigate the impact of
work engagement on boosting productivity at selected private businesses in
Erbil. The research hypothesis was tested using a quantitative research
approach. As requested by participants, the researcher withheld any
identifying information from published findings, so that no one would be able
to identify the firms involved. Only 97 of the 110 questionnaires provided by
the researcher at private enterprises in Kurdistan were filled out and returned
by the participants. The findings showed that work engagement has a positive
and significant influence on boosting productivity at selected private
businesses in Erbil.
I. INTRODUCTION
Academics who are enthusiastic about their work are critical
to any company's ability to achieve its educational and
research objectives (Antony, 2018, P.34). Organizational
and management changes or changes to the finance
structure have prompted a huge number of research in recent
years on corporate productivity. Employees' ability to adapt
to such changes may be improved through the development
of job resources and intrinsic motivation (Teo et al., 2020,
P.415). Researchers have found a link between employee
well-being and the availability of employment resources in
a variety of firms from across the world (Ali et al., 2018,
P.256). It has been a top priority for many companies to
increase staff productivity. This is due to the fact that
increased levels of employee productivity provide several
benefits to both the company and its employees. Increased
productivity, for example, has a positive effect on economic
development, profitability, and social advancement (Men et
al., 2020, P.880).
According to Coo & Salanova, (2018, P. 1693), one of the
most difficult tasks for management is to keep their
workforce motivated and engaged (Van Zyl et al., 2021, P.
4014). There have been publications, white papers, and
trainings for corporate executives from the Society for
Human Resources Management.
Engaged in work is a mental state where a person who is
engaged in a task is totally engaged in the task, feeling
enthusiastic about the job. As defined by Ugargol & Patrick,
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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(2018, P.44), "engagement" refers to the simultaneous
employment and expression of a person's "preferred self" in
task behaviors that foster ties to work and others. Active and
complete performance results from employees' increased
physical, cognitive, and emotional presence when they are
honestly invested. Workers who are involved in their work
put in more effort because they have a deep connection to
it, according to this ground-breaking theory. This definition
of work engagement is commonly used in academic
literature, where it is defined as a state of mind that is
marked by enthusiasm, devotion, and absorption in the job
at hand. Work engagement is a term used to describe a good
state of mind relating to one's job that is characterized by
emotions of vitality, devotion, and absorption (Katou et al.,
2021, P. 689). Various businesses and sorts of employees
have looked into employee involvement in their job roles,
but there has been very little enterprise study on the topic.
In order to design and evaluate interventions that improve
employees' levels of job engagement, one must first identify
the factors that contribute to it (Ahmed et al., 2020, P.35).
When it comes to both management and human resources,
an emphasis on workers' work engagement is a relatively
recent phenomenon. One of the most well-known
definitions of engagement was created by Sudibjo & Sutarji,
(2020, P. 2479), the harnessing of organizational members'
identities to their job function. In this perspective,
employees are encouraged to use and express themselves on
a physical, cognitive, and emotional level throughout their
role performance in order to improve their work
performance. Furthermore, the idea of employee job
engagement has been used to describe employees' love for
their work in the workplace as a means of enhancing
productivity (Sekhar et al., 2018, P.74). Many studies have
investigated the relationship between employee
productivity and critical HRD factors, such as the
effectiveness of informal workplace learning (Tensay &
Singh, 2020, P.05), workplace optimism and individual
performance, and job resources, opportunities for
development (Decuypere & Schaufeli, 2020, P.72). There is
a strong link between job performance and turnover
intention (Pieters, 2018, P.04), as well as between job
performance and innovation (Nazir & Islam, 2020, P. 3057),
as well as between performance and personal-level
behavioral performance improvement (Galanti et al., 2021,
P.03). The term "employee engagement" is used
interchangeably with terms like "productivity," "work-
related enthusiasm," and "organizational commitment"
(Robledo et al., 2019, P. 1376). An individual's "primary
emotional reactions" to different employment aspects have
been categorized as "productivity" (Alzyoud, 2018, P. 253).
Affect is a key component in this definition, as well as many
others, of work satisfaction. Workers' work engagement is
a voluntary emotional commitment that is affected by
organizational support, mutual trust among team members,
and personal passion (Alzyoud, 2018, P. 255). Employees'
commitment to their jobs may rise if their supervisors and
coworkers are trustworthy and helpful, according to this
theory. Because of this, employees' work engagement
encompasses more than just a focus on job pleasure (Zhang
et al., 2018, P. 2973). Organizational commitment and
organizational engagement have comparable expectations
of outcomes. The idea of organizational commitment tends
to be more attitudinal in character, covering emotive,
continuation, and normative dimensions, according to
engagement researchers (Setiyani et al., 2019, P.112).
Commitment, on the other hand, is seen as a more limited
concept. The concept of "organizational engagement"
encompasses both organizational commitment and
employment satisfaction (Raza et al., 2021, P. 1106).
Managers must encourage engagement because worker
disengagement, or alienation, is at the root of the problem
of their unwillingness to commit (Wan et al., 2018, P.417).
Organizational commitment is one of the beneficial work
outcomes that may result from high levels of employee
involvement. The term "employee engagement" refers to a
feeling of emotional attachment and dedication on the part
of employees. Aside from emotions, the most important
motivator for employee engagement is career potential, with
reputation, compensation, the value of the organization to
employees, and new ideas rounding out the top five. An
organization's culture of engagement is characterized by
strong leadership, a focus on results, and well-known brands
(internal and external). A wide variety of psychology
subfields have conducted in-depth studies on the topic of
employee productivity. Work engagement, is recognized as
a business endeavor linked to organization success. An
employee's level of commitment to their job is defined as "a
good and rewarding state of mind that is most typically
characterized by vigor, devotion, and absorption." Vigor,
devotion, and absorption are three distinct aspects of job
engagement, which include the physical, emotional, and
cognitive aspects of it.
Conceptual Framework
Research Model
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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Figure 1: Conceptual Framework
Research Hypotheses
H1: Equity as work engagement factor has a positive and
significant influence on boosting productivity.
H2: Culture as work engagement factor has a positive and
significant influence on boosting productivity.
H3: Work environment as work engagement factor has a
positive and significant influence on boosting productivity.
H4: Career development as work engagement factor has a
positive and significant influence on boosting productivity.
H5: Management and leadership as work engagement factor
has a positive and significant influence on boosting
productivity.
H6: Compensation as work engagement factor has a
positive and significant influence on boosting productivity.
H7: Flexibility as work engagement factor has a positive
and significant influence on boosting productivity.
H8: Inspiration as work engagement factor has a positive
and significant influence on boosting productivity.
H9: Integrity as work engagement factor has a positive and
significant influence on boosting productivity.
II. LITERATURE REVIEW
Work Engagement
Executives in organizations place a high value on fostering
a culture of employee involvement in their job. To put it
another way, that employee engagement is a function of
employees' perceptions of and assessments of the working
environment in which they are employed. Managers should
pay attention to their employees' abilities, expertise, and
talents in order to increase employee engagement.
Employees who are aware of their abilities and talents are
more likely to be engaged at work, which leads to greater
results. There is a correlation between job engagement and
the level of energy, contentment, efficacy and participation.
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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The authors Al-Omar et al., (2019, P. 1046) likewise came
to the conclusion that employee happiness and motivation
are important factors in fostering workplace engagement.
Only a few empirical studies have supported assertions that
employee job engagement has a significant impact on
company outcomes, despite several studies stressing the
importance of this factor (Peláez et al., 2020, P. 1267).
Engaging all levels of a company is also recommended as
an important approach for the organization (Rabiul & Yean,
2021, P.712). Organizational objectives can only be met if
employees are engaged with their jobs, according to a study
by (Goestjahjanti et al., 2020, P.69). In addition, they
indicated that further research is needed to determine how it
affects performance. Several academics (Abarantyne et al.,
2019, P.05) have referred to autonomy as a basic virtue for
academics since it is the ability to affect their work.
Motivation and tenacity are a fundamental human need,
according to the selfdetermination hypothesis, which has
been demonstrated to impact academics' well-being and
dedication in longitudinal research (Geue, 2018, P.274).
According to Antony, (2018, P.36), autonomy is essential to
reducing the pressure of research and teaching aim conflicts.
It is hypothesized that an individual's enhanced willingness
to put effort into their job is linked to their increased vigour,
which means that they are more likely to persevere in the
face of a tough task or a failure (Teo et al., 2020, P.107).
Emotional involvement in the workplace can be described
as "putting one's heart and soul into one's work" (Ali et al.,
2018, P. 256). In addition, it represents a person's strong
sense of connection to their job (Men et al., 2020, P.880), as
well as their excitement, passion, pride, and sense of
accomplishment and difficulty (Coo & Salanova, 2018, P.
1696). Furthermore, commitment is a symptom of a person's
psychological participation in their profession, as well as a
sense of significance (Van Zyl et al., 2021, P. 4018). It's
critical to distinguish engagement from other comparable
ideas by giving it distinct traits and a unique metric.
According to Ugargol & Patrick, (2018, P.47), some
researchers believe that work engagement is a distinct
motivational construct that can be distinguished from other
constructs such as productivity or organizational
commitment. However, the majority of practitioner studies
fail to demonstrate that work engagement is distinct and is
only a repackaging of other constructs (Katou et al., 2021,
P.691). Recent research has argued that the appearance of
employee involvement at work may be explained by
theories such as the job-demand resource model (Ahmed et
al., 2020, P.36), the self-determination theory, and the
theory of resource conservation (Sudibjo & Sutarji, 2020, P.
2481).
Productivity
In today's workplaces, individuals are increasingly
searching for positions that offer them the opportunity to
push themselves, learn, and be challenged. I've spoken to
hundreds of executives, managers, and consultants over the
past twenty years about this issue and they are fully aware
of the necessity for an engaging and challenging work
environment with appropriate resources. Organizations
need to create work settings that are well-matched to the
expectations of workers' roles and the actual work
environment if they want to attract and keep talented,
motivated, and productive employees (Sekhar et al., 2018,
P.76). Today's managers are working hard to improve their
performance in the face of increasing competition and
obstacles. Scholars, experts, and consultants have been
providing the greatest advice for decades. Today's most
successful companies cultivate and maintain a work
environment that values teamwork. By contrast, successful
companies are those managed by CEOs who recognize that
employee engagement is more than simply "nice to have,"
but essential to attaining business outcomes (Tensay &
Singh, 2020, P.11). Workers and employers can benefit
from one other's shared experience in the workplace, which
in turn increases motivation and productivity. Nearly two-
thirds (60 percent) of employees polled said they desire
more chances to advance in their careers in order to be
content in their current positions (Decuypere & Schaufeli,
2020, P.75). Groups working to promote concentrate on
employee job happiness for an extended length of time
However, a study demonstrates that managers cannot rely
on employee contentment to help retain the best and
brightest; here, employee engagement becomes a vital issue
(Pieters, 2018, P.07).
Employee engagement has also been shown to have a
positive impact on an organization's revenue growth,
according to studies (Nazir & Islam, 2020, P. 3059). These
studies show that a positive work atmosphere, teamwork,
and the opportunity to learn new skills all contribute to
employee engagement, which in turn leads to increased
productivity. An effective strategy must begin with the
"why" and the "what" of an organization's goals before
moving on to specifics about "how" it will accomplish those
goals. The same structures are now being tried in the Nepali
organizations, which have never before sought to assess the
effect of their activities. As a result, studies have been
conducted to identify elements that improve performance
and creativity and to devise change programs that address
the identified gaps in knowledge (Galanti et al., 2021,
P.426).
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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The relationship between work engagement and
productivity
Many research has concentrated on one or two methods of
measuring productivity, which can make it difficult to
compare the results of different studies (Robledo et al.,
2019, P.1376). An efficient and uniform method of gauging
production is sorely lacking. A worker's productivity is
determined by the quantity of time he/she spends at work,
as well as the amount of time he/she spends working
productively while at work, according to Alzyoud, (2018,
P.256). In order to maintain a high level of worker
productivity, companies should address these concerns.
Productivity may be measured in terms of the amount of
time spent (Zhang et al., 2018, P. 2978).
Workplace involvement has been linked to increased
productivity in previous research (Setiyani et al., 2019,
P.112). Successful and high-productivity businesses,
according to Raza et al., (2021, P. 1109), may be achieved
by including their staff in the process of enhancing their
own performance. A portion of the problem of inactivity at
work might be addressed by workplace physical activity
initiatives. In spite of the inconsistent results of evaluations
of such interventions on physical activity, there is evidence
to suggest that some treatments may be more beneficial in
the office context than others. Even when all workplace
physical activity treatments were taken into account, one
analysis found that walking interventions were roughly four
times more helpful than other kinds of workplace physical
activity interventions. A promising finding given the
numerous studies demonstrating the numerous health
advantages of walking as a specific kind of physical activity
Increased physical activity at work and better employee
health are potentially promising consequences of workplace
walking initiatives. Numerous people have attempted to
define work engagement, which is a relatively new notion
(Wan et al., 2018, P. 419). Work engagement, according to
a generally used definition, is an affective-cognitive state
marked by vigor, devotion, and immersion. High levels of
energy and mental toughness while at work are known as
vigor. Involvement, pride, and a sense of challenge are all
characteristics of dedication. Absorption refers to a state of
complete and utter focus on the task at hand. For this reason,
academics feel that further study should be done to
determine whether or not the concept of flow is closely
linked to the concept of absorption.
III. METHODOLOGY
The research hypothesis was tested using a quantitative
research approach. The Erbil Chamber of Commerce &
Industry now has more than eight thousands of private
enterprises registered, including general trade firms and
various specialized firms. As requested by participants, the
researcher withheld any identifying information from
published findings, so that no one would be able to identify
the firms involved. Only 97 of the 110 questionnaires
provided by the researcher at private enterprises in
Kurdistan were filled out and returned by the participants.
IV. ANALYSIS AND FINDINGS
Table.1: Demographic analysis
Items
Frequency
Percent
Gender
Male
63
65
Female
34
45
Age
18-23
14
14.4
24-28
20
20.6
29-33
23
23.7
34-38
16
16.4
39-43
14
14.4
43-47
4
.04
47-51
4
.04
52 +
2
.02
Marital status
Single
39
40
Married
58
60
Level of education
Bachelor
64
65.9
Master
22
22.6
PhD
11
11.2
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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This research included a demographic analysis of
respondents, as shown in table (1) for those who took part
in the study. In order to better understand the respondents'
backgrounds, the researcher used descriptive analysis to
gather such information. With regard to the gender of the
respondents, it was discovered that 63 males from an overall
sample size of 97 respondents participated in this study, and
34 females from an overall sample size of 97 respondents
participated in this research. Concerning the respondents'
ages, it was discovered that 14 out of a total of 97
respondents are between the ages of 18 and 23, 20 out of a
total of 97 respondents are between the ages of 24-28, 23
out of a total of 97 respondents are between the ages of 29
and 33, 16 out of a total of 97 respondents are between the
ages of 34 and 38, 14 out of a total of 79 respondents are
between the ages of 39 and 43, and 4 out When it came to
the respondents' marital status, it was discovered that 58
married respondents took part in the survey, whereas 39
single respondents took part in the study. In terms of
educational attainment, it was discovered that 64
respondents out of a total of 97 respondents had obtained a
college degree, 22 respondents out of a total of 97
respondents had obtained a master's degree, and only 11
respondents out of a total of 97 respondents had obtained a
PhD degree.
Table 2: Reliability Analysis
Variables
Item N.
Cronbach's Alpha
Equity
6
.723
Culture
5
.745
Work environment
5
.719
Career development
4
.739
Management and leadership
6
.743
Compensation
5
.798
Flexibility
4
.801
Inspiration
4
.809
Integrity
5
.771
Productivity
7
.792
The study applied reliability test, the findings showed that
the values of Cronbach's Alpha for equity as independent
factor, demonstrated to be 0.723 > .6 this illustrated that the
questions utilized to examine equity variable were reliable
for the present research, the values of Cronbach's Alpha for
culture as independent variable, demonstrated to be 0.745 >
.6 this illustrated that the questions utilized to examine
culture factor were reliable for the present research, the
values of Cronbach's Alpha for work environment as
independent variable, demonstrated to be 0.719 > .6 this
illustrated that the questions utilized to examine work
environment variable were reliable for the present research,
the values of Cronbach's Alpha for career development as
independent variable, demonstrated to be 0.739 > .6 this
illustrated that the questions utilized to examine career
development variable were reliable for the present research,
the values of Cronbach's Alpha for management and
leadership as independent variable, demonstrated to be
0.743 > .6 this illustrated that the questions utilized to
examine management and leadership variable were reliable
for the present research, the values of Cronbach's Alpha for
compensation as independent variable, demonstrated to be
0.798 > .6 this illustrated that the questions utilized to
examine compensation variable were reliable for the
present research, the values of Cronbach's Alpha for
flexibility as independent variable, illustrated to be 0.801 >
.6 this demonstrated that the questions applied to examine
flexibility variable were reliable for the present research,
the values of Cronbach's Alpha for inspiration as
independent variable, demonstrated to be 0.809 > .6 this
illustrated that the questions applied to examine inspiration
variable were reliable for the present research, the values of
Cronbach's Alpha for integrity as independent variable,
demonstrated to be 0.771 > .6 this illustrated that the
questions applied to examine integrity variable were
reliable for the present research and the values of
Cronbach's Alpha for productivity as dependent variable,
demonstrated to be 0.792 > .6 this illustrated that the
questions applied to examine productivity variable were
reliable for the present research.
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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Table.3: Correlation Analysis
Items
Pearson correlation
Productivity
Equity
Pearson
.511**
Correlation
Sig. (2-tailed)
.000
N
97
Culture
Pearson Correlation
.612**
Sig. (2-tailed)
.000
N
97
Work environment
Pearson
.615**
Correlation
Sig. (2-tailed)
.000
N
97
Career development
Pearson
.561**
Correlation
Sig. (2-tailed)
.000
Management and leadership
Pearson Correlation
.598**
Sig. (2-tailed)
.000
N
97
Compensation
Pearson Correlation
.632**
Sig. (2-tailed)
.000
N
97
Flexibility
Pearson Correlation
.701**
Sig. (2-tailed)
.000
N
97
Inspiration
Pearson Correlation
.712**
Sig. (2-tailed)
.000
N
97
Integrity
Pearson
Correlation
.599**
Sig. (2-tailed)
.000
N
97
**. Correlation is significant at the 0.01 level (2-tailed).
The study applied to examine the correlation between 9
independent factors and a dependent variable, for this
reason the correlation test was used. It was demonstrated
that the result of Pearson correlation for equity was .511**
> .0.01 as a result it was showed that there is a significant
relationship between equity and productivity, the result of
Pearson correlation for culture was .612** > .0.01 as a
result it was showed that there is a significant relationship
between culture and productivity, the result of Pearson
correlation for work environment was .615** > .0.01 as a
result it was showed that there is a significant relationship
between work environment and productivity, the result of
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
Online Available
https://aipublications.com/ijllc/ 37
Pearson correlation for career development was .561** >
.0.01 as a result it was showed that there is a significant
relationship between career development and productivity,
the result of Pearson correlation for management and
leadership was .598** > .0.01 as a result it was showed that
there is a significant relationship between management and
leadership and productivity, the result of Pearson
correlation for compensation was .632** > .0.01 as a result
it was showed that there is a significant relationship
between compensation and productivity,
the result of Pearson correlation for flexibility was .701**
> .0.01 as a result it was showed that there is a significant
relationship between flexibility and productivity, the result
of Pearson correlation for inspiration was .712** > .0.01 as
a result it was showed that there is a significant relationship
between inspiration and productivity and the result of
Pearson correlation for integrity was .599** > .0.01 as a
result it was showed that there is a significant relationship
between integrity and productivity.
Table.4: Model Summary
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.701a
.599
.695
.29881
a. Predictors: (Constant), Equity, culture, work environment, career development, management and leadership,
compensation, flexibility, inspiration and integrity.
As seen in the above table that .599 was discovered to be the value of R square. This means that 60 percent of the variables
may be explained by other factors.
Table 5: ANOVA
ANOVA
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
102.321
7
11.29
113.776
.000b
Residual
112.121
781
.231
Total
214.442
788
a. Dependent Variable: Productivity
b. Predictors: (Constant), Equity, culture, work environment, career development, management and leadership,
compensation, flexibility, inspiration and integrity.
It was discovered the value F = 113.776 and since the value is more than .001, this shows that that there is a positive
connection between variables utilized to test research hypotheses.
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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Table.6: Coefficients
Coefficients
Model
Unstandardized Coefficients
Standardized
t
Sig.
Coefficients
B
Std. Error
Beta
1
(Constant)
.601
.112
5.434
.000
.501
.032
.591
12.221
.000
Equity
.604
.029
.612
21.298
.000
Culture
Work environment
.532
.041
.543
11.276
.000
.609
.061
.618
10.891
.000
Career
Development
.691
.065
.701
12.092
.000
management and
leadership
.563
.042
.571
11.091
.000
compensation
.654
.039
.661
14.432
.000
Flexibility
Inspiration
.544
.043
.551
13.334
.000
Integrity
.612
.033
.621
15.442
.000
a. Dependent Variable: Productivity
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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The study applied multiple regression analysis to examine
the nine research hypotheses developed earlier in this
research. The results demonstrated that as for the first
research hypothesis was showed that the B and Beta value
was greater than 0.05 this means that the first research
hypothesis is supported. As for the second research
hypothesis was showed that the B and Beta value was
greater than 0.05 this means that the second research
hypothesis is supported. As for the third research hypothesis
was showed that the B and Beta value was greater than 0.05
this means that the third research hypothesis is supported.
As for the fourth research hypothesis was showed that the B
and Beta value was greater than 0.05 this means that the
fourth research hypothesis is supported. As for the fifth
research hypothesis was showed that the B and Beta value
was greater than 0.05 this means that the fifth research
hypothesis is supported. As for the sixth research hypothesis
was showed that the B and Beta value was greater than 0.05
this means that the sixth research hypothesis is supported.
As for the seventh research hypothesis was showed that the
B and Beta value was greater than 0.05 this means that the
seventh research hypothesis is supported. As for the eighth
research hypothesis was showed that the B and Beta value
was greater than 0.05 this means that the eighth research
hypothesis is supported. As for the ninth research
hypothesis was showed that the B and Beta value was
greater than 0.05 this means that the ninth research
hypothesis is supported.
V. CONCLUSION
Employee productivity is positively influenced by work
engagement, according to this study. As a result, it is
imperative that companies place a high priority on
employee engagement and regularly monitor their progress.
In addition, employers at public educational institutions are
recommended to undertake regular surveys to better
understand the degree of job engagement among their
workers and the amount of happiness they have with their
workplace. Taking part in these kinds of activities would
allow students to come up with the best ways to deal with
any problem. The acquisition of skills, for example, is an
excellent technique to assure successful recruiting
Furthermore, it is essential to provide employees with
enough resources, including financial, physical, and
material ones. One further suggestion is for companies to
have a two-way approach to communication so that their
employees may voice concerns and thoughts about the work
they perform and other issues that may impact their output.
With this emphasis, it is hoped that employees would be
more involved in their job and have a greater sense of
purpose.
Increased administrative and technical assistance in a
department without modifying the distribution (standard
deviation) of such support, for example, would boost
research productivity in our opinion, because of our
findings. However, it is possible to boost research
productivity by lowering the dispersion of financial
assistance, while maintaining the average amount of
support. It is, however, questionable if this rise in average
support level is accompanied by an increase in support
spread. These shifts in administrative and technical
support's average level and distribution have the opposite
effect on classroom productivity. The same logic applies
when it comes to getting people involved. For the research,
productivity is defined as an individual's ability to carry out
the key technical activities that are essential to their work.
However, even if the analysis shows that the model is not
significant, that is, if employees perform their core task
without being influenced by engagement activities,
environment, or team learning, then the entire set of
contextual performance, counterproductive work behavior,
and adaptive performance in the Individual Work
Performance domain still needs to be studied and
understood. Using the conclusions of this study,
organizations may develop more successful tactics. This
study has a huge impact on organizations since it provides
an in-depth look at the current state of engagement and
identifies opportunities for growth. The study's findings
should lead to a positive shift in workplace motivation and,
as a result, to increased productivity.
VI. RECOMMENDATIONS
To get around this problem, researchers should sample a
larger number of people in order to improve the validity and
reliability of their investigations. In order to better
understand the relationship between variables, researchers
might think about using a diary approach and a longitudinal
study design (which collects data on a daily basis
throughout time). Investing in meaningful work can help
South Africa reap the benefits of a worldwide understanding
of the positive effects that meaningful employment can have
on workplace productivity. We urge that different
conceptions (such as calling, meaning in life and
fulfillment) be examined to build up a more comprehensive
understanding of meaningful work for South African
workplaces. To address the lack of study on the phenomena
of meaningful labor in the workplace, it is also suggested
that research efforts be bolstered and supported.
VII. IMPLICATIONS
Employees who have meaningful tasks to do are more likely
to be engaged and devoted. Consequently, further study is
Abdulrahman et al./ International Journal of Language, Literature and Culture (IJLLC), Vol-2, Issue-6 (2022)
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https://aipublications.com/ijllc/ 40
needed to properly understand the influence of meaningful
employment on all elements of organizational benefits.
Understanding the importance of meaning in work and
meaning at work may be gained through getting more
insight into psychological meaningfulness, job engagement,
and enhancing productivity in the workplace. Certain
workplace improvement methods are either accepted or
rejected, according to Chalofsky (2003). Employees, as
previously said, are looking for a sense of purpose in their
job. Meaningful work is becoming increasingly important
to both people and organizations. For organizations, it is
imperative that they take advantage of the attitude of their
workers when it comes to optimizing meaningfulness at
work (Kompier, 2005). (cf. Chalofsky, 2003).
VIII. FUTURE RESEARCH
For a complete understanding of the influence of
meaningful labor on all elements of organizational
functioning, more study will be required. According to the
findings of Steger et al. (2012), workplace research is
required to determine whether meaningful work output from
employees who are drawn to a company or whether
meaningful work results as a result of a company providing
a work environment that fosters meaningful work (Steger,
2012). A greater emphasis should be placed on and
encouragement for research in order to alleviate the scarcity
of studies somewhat on phenomenon known as meaningful
labor in the workplace.
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