Porkodi S, Sanchita Ghosal


Employee engagement is the emotional commitment the employee has to the organization and its goals. Oman, one of the founder members of the Gulf Cooperation Council (GCC). Omanisation is considered imperative for generating employment locally and more so in the private sector. Omani nationals prefer public sector jobs due to the perceived superior working terms and conditions. Thus the junior management in a select prominent private sector firms were chosen as respondents for the questionnaire survey in view of the reported unwillingness of the Omanis to work in the private sector. The objectives of the current paper are: To examine the factors influencing employee’s engagement among the Omani employees at junior management level in the private sectors. To provide an idea about the directions that organisation and the policymakers should adopt to enhance private sector attractiveness for young Omani job applicants. To examine the factors influencing employee engagement descriptive research design was used. Non-probability convenient sampling technique was used to collect the primary data from 100 respondents (N=100) for the analysis. The analysis of the data was subjected to factor analysis using Principal Component analysis with Varimax Rotation via SPSS18.0. All the twenty five variables have been grouped into five components and each component consists of sets of factors and the analysis has been made to identify the influence of one variable over another. The study revealed that the most critical set of factors that determined employee engagement was the personal fulfillment of the employees.


• Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26, 435–462.

• Frese, M., & Fay, D. (2001). Personal initiative (PI): An active performance concept forwork in the 21st century. In B.M. Staw & R. M. Sutton (Eds.), Research in organizational behavior (Vol. 23, pp. 133–187)

• Griffith, J. (2004). Relation of principal transformational leadership to school staff job satisfaction, staff turnover, and school performance. Journal of Educational Administration. Year: 2004. pp: 333-356

• Harvard Business Review Analytical Services – A report on “ Impact of Employee engagement on Performance “ Retreived from: Accessed on: 15.10.2015

• Hakanen, J.J., Schaufeli, W. & Ahola, K., (2008). The Job Demands-Resources model: A threeyear cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress. Vol 22. No 3. 224-241.

• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.

• Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45, 321–349.

• Macey, W, & Schneider, B. (2008). Industrial and Organizational Psychology. Engaged in Engagement: We are delighted we did it.1. 76-83.

• Michie, S., & West, M.A. (2004). Managing people and performance: an evidence based framework applied to health service organizations. International Journal of Management Reviews. Vol 5/6. Issue 2, pp.91-111.

• Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.

• Taris, T.W., Van Horn, J, Schaufeli, W.B & Schreursp, J.G. (2004). Inequity, burnout and psychological withdrawal among teachers: A dynamic exchange model. Anxiety, Stress, and Coping, Vol. 17, No. 1, pp. 103_/122.

• Wright, T.A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as predictors of job performance. J Occup Health Psychol. Jan;5(1):84-94

پاراگلایدر Full Text: PDF


  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

ISSN : 2251-1547