Factors Affecting Employee Engagement in Management Decisions: Celestica Malaysia Sdn. Bhd: Case Study
| المؤلف الرئيسي: | Al-Manakhi, Ali Abdo Abdallah (Author) |
|---|---|
| مؤلفين آخرين: | Ebodey, Mubarak Munssour (Advisor) |
| التاريخ الميلادي: |
2017
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| موقع: | كوالالمبور |
| التاريخ الهجري: | 1438 |
| الصفحات: | 1 - 122 |
| رقم MD: | 995973 |
| نوع المحتوى: | رسائل جامعية |
| اللغة: | الإنجليزية |
| الدرجة العلمية: | رسالة ماجستير |
| الجامعة: | جامعة المدينة العالميه |
| الكلية: | كلية العلوم المالية والإدارية |
| الدولة: | ماليزيا |
| قواعد المعلومات: | Dissertations |
| مواضيع: | |
| رابط المحتوى: |
الناشر لهذه المادة لم يسمح بإتاحتها. |
| المستخلص: |
The focus point of this research revolves around the determinant of the performance and the meaning of employee engagement is ambiguous among both academic researchers and practitioners who use it in conversations with Managers. in this research the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. According to Cooper and Schindler (2008) hypothesis is a proposition formulated for empirical testing; a tentative descriptive statement that describes the relationship between two or more variables. An important role of the hypothesis is to suggest variables to be included in the research design. According to Cooper and Schindler (2008), the null hypothesis (H0) is an assumption that no difference exists between the sample parameter and the population statistic, while the alternative hypothesis (HA) is an assumption that a difference exists between the sample parameter and the population statistic to which it is compared; it is the logical opposite of the null hypothesis used in significance testing. Drawing on diverse relevant literatures, the research offer a series of propositions about Employee Communication; Awards and Recognitions; and Employee Development. In addition, the research suggests some propositions regarding the effects of job attributes and leadership as main effects on The company and behavioral engagement and as moderators of the relationships among the three facets of engagement. it conclude with concerns about the measurement of the three facets of engagement and potential antecedents, especially measurement via employee surveys. |
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