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PROJECT REPORT ON IMPACT OF EMPLOYEE

ENGAGEMENT ON ORGANIZATIONAL
COMMITMENT (AN EMPIRICAL
INVESTIGATION OF PRESTON UNIVERSITY
KOHAT PAKISTAN)
ABSTRACT
The basic aim of this study is to analyze the impact of employee engagement on organizational

commitment. This study was conducted in the year 2016 and Preston university kohat is taken as

a population and collect data. The questionnaires are distributed among the employees of Preston

university kohat, using constructs which is modified for better understanding of the respondents.

Data was collected from lecturers, program officers, examination center and as well as from

other employees of Preston university kohat. Data was collected from 36 respondents of Preston

university kohat. The research indicates that there is a positive impact of employee engagement

on organizational commitment. The researchers are recommended that to further explore the

topic and for organization (Preston university kohat)it is suggested to keep outcomes of this

study in its mind and implement this in organization.

Key words: Employee Engagement, Organizational Commitment


CHAPTER ONE

INTRODUCTION

1.1 Overview
As we know that employees play very important role in the growth and decentralization of any

organization. Employees are the main asset of any organization and every employer take much

care of their employees. This chapter consist of ten segments, the first one is sector which is

selected (education sector), a short history of the organization, definitions of the variables,

problem statement, research questions, research objectives, hypothesis, significance of the study

and as well as scope of the study and at the end a short summary of the whole chapter.

1.2 Industry Profile


The word “education” is derived from the Latin word “educare”. It means to draw out, or to

callforth what is already present as a possibility. The phrase “what is already present as a

possibility”may be the essence of all that is really meant by “human resources” in the realm of

the modernworkplace.In today’s world, just about anything seems possible. And in today’s

workplace world, the presence of individuals who represent the entire rainbow of human

diversity is beyond possibility it is a certainty. The best tool that organizations have at their disposal

to ensure inclusion of all members of a diverse workforce is education.

Education in Pakistan is overseen by the Federal Ministry of Education and the provincial

governments, whereas the federal government mostly assists in curriculum development,

accreditation and in the financing of research and development. Article 25-A of Constitution of

Pakistan obligates the state to provide free and compulsory quality education to children of the

age group 3 to 16 years. "The State shall provide free and compulsory education to all children

of the age of five to sixteen years in such a manner as may be determined by law". ("VU

Solution". VU Solution.).The education system in Pakistan is generally divided into six


levels: Preschool (for the age from 3 to 5 years); primary (grades one through

five); middle (grades six through eight); high (grades nine and ten, leading to the Secondary

School Certificate or SSC); intermediate (grades eleven and twelve, leading to a Higher

Secondary (School) Certificate or HSC); and university programs leading

to undergraduate and graduatedegrees. (Peter Blood, ed. (1994). "Pakistan - EDUCATION").

1.3 Organizational Profile

1.3.1 History and Development of Preston

Preston University, Pakistan was established as School of Business and Commerce in 1984 to

foster academic excellence. Preston University is seriously committed to improving the quality

of higher education in Pakistan. The university is managed by a group of dedicated professionals

and academicians who have committed their lives to the cause of higher education in Pakistan.

Since its inception in 1984, Preston Network has imparted knowledge and skills to thousands

individuals through many teaching programs.

The experience at this University has played an important role in the professional and personal

development of our students. Preston University will continue to fulfill its responsibilities to the

society by creating and providing facilities for personal and professional growth of individuals

who wish to make a career in the fields of business administration, information technology,

engineering and technology, natural and applied science, social sciences and education.

Preston University is the first private university of Pakistan and now has one of the largest

networks of campuses in the country. Being pioneer in private-sector higher education in

Pakistan, we are proud that Preston University plays an important role as a leader and pace-setter

in higher education in Pakistan.


1.4 Organizational Commitment
Engagement contains many of the elements of both commitment and OC but is by no means a

perfect match with either. In addition, neither commitment nor OC reflect sufficiently two

aspects of engagement its two way nature, and the extent to which engaged employees are

expected to have an element of business awareness.Saks (2006)According to May et al (2004)

engagement is most closely associated with the constructs of Organizational commitment and

flow(Csikszentmihalyi 1990). Organizational commitment is defined as a cognitive or belief

state of psychological identification. This differs from engagement in that it is concerned more

with how the individual employs him/her self during the performance of his/her job.

Furthermore, whilst the focus of job involvement is on cognitions, engagement, according to

most definitions, also encompasses emotions and behaviors.(Kanungo 1982:342)Organization

commitment is not necessarily increased by giving training and development opportunities.

Because there can be a mismatch between employees perceptions about their job and

development being provided. Person-Organization fit, rewards and recognition schemes are an

important sign of commitment and lowers turnover rate(Chan & Chew, 2008).The organizational

commitment concept receives a great deal of empirical studies where both contain an outcome

and antecedent. The surge in interest and attention on organizational commitment literature was

pursuant to the idea that this concept is a significant part of an employee’s psychological

conditions because employees, who experience high organizational commitment, are theorized to

display much positive workplace behavior, such as high job performance, and citizenship

activities, which will definitely benefit the organization.(Mathieu and Zajac (1990))

Organizational commitment is defined as the relative strength of an individual’s identification

with and involvement in a particular organization and can be characterized by a strong belief in

and acceptance of the organization’s goals and values, willingness to exert considerable effort on
behalf of the organization and a strong desire to maintain membership of the

organization.(Mowday, Porter, and steer, 1982, p, 27).Some experts define commitment as both

a willingness to persist in a course of action and reluctance to change plans, often owing to a

sense of obligation to stay the course. People are simultaneously committed to multiple entities,

such as economic, educational familial, political and religious institutions. Organizational

commitment shows attachment and belief in values of an organization and the desire to stay.

Organizational commitment is the degree to which employees identify themselves with their

organizations. There are different types of commitments an employee can have.

a) Affective commitment; if its strong the employee will stay with the organization because he

has emotional attachment with it.

b) Continuance Commitment; employee stay with the organization because he will have to bear

cost if he leaves it.

c) Normative Commitment; employees take it as a responsibility to remain with the organization.

It is the individual's psychological attachment and the strength of feeling of responsibility one

has towards the mission of his organization.(Meyer, Stanley, &Topolnytsky, 2002 Rasheed,

Khawaja, &Rasheed, 2013).

1.5 Employee Engagement


Employee engagement is the extent to which employees feel passionate about their

jobs, are committed to the organization, and put discretionary effort into their work.

(Robert J. Vance, Ph.D.)Employee engagement first company, small or large, can win over the

long run without energized employees who believe in the mission and understand how to achieve

it. That's why you need to take the measure of employee engagement at least once a year through

anonymous surveys in which people feel completely safe to speak their minds. (Jack and Suzy

Welch).Engagement is the extent of employees' commitment, work effort, and desire to stay in
an organization.(Caterpillar).Engagement is the extent to which employees are motivated to

contribute to organizational success, and are willing to apply discretionary effort (extra time,

brainpower and effort) to accomplishingtasks that are important to the achievement of

organizational goals.(Kenexa).The extent to which employees commit to something or someone

in the organization, and how long they stay as a result of that commitment.(Corporate Executive Board).

Driving performance and retention through employee engagement.(2004). Washington, DC. )Loyal employees (versus satisfied

employees) stay because they want to. They go above and beyond the call of duty to further their

company’s interests. (Walker loyalty report.(2003, September). Indianapolis, IN: Walker Information.) Employee

Engagement is the state in which individuals are emotionally and intellectually committed to the

organization as measured by three primary behaviors: Say, Stay and Strive.(Employee engagement at

double-digit growth companies. (2004). Hewitt Research Brief.)The extent to which employees put discretionary

effort into their work in the form of brainpower, extra time, and energy. (Robert Lofer)Employee

engagement and employee-organizational commitments are critical organizational requirements

as organizations face globalization and recovering from the global recession. Engagements at

work, employee and organizational commitment have been areas of interest among many

researchers and they have received huge recognitions among scholars and studies. Many

researchers in their studies support the relationship between organizational performance and

employees' engagement.(Simpson (2009) and Andrew and Sofian (2012)).Employee engagement

is defines as the harnessing of organization members’ selves to their work roles; in engagement,

people employ and express themselves physically, cognitively, and emotionally during role

performances.Kahn (1990:694

1.5 Problem statement


With the passage of time, business environment has been changed and it requires every

organization to put effort for its employee’s well-being by investing in them to increase their
engagement in work Commitment is an aspect of employee engagement which in turn has

predictive value for organizational commitment.

Commitments with the organization also contribute in career satisfaction which helps in

increasing their further advancement. Career Satisfaction is influenced by the success one

achieves intrinsically and extrinsically with the help of mentoring and professional linkages. As a

result of increase in Career Satisfaction and Employee Engagement, Commitment with the

organization becomes strong. So, my research problem is to what “extent Employee

Engagement influence on Organizational Commitment”.

1.6 Research Question


How Employee Engagement influence on Organizational Commitment?

1.7 Research Objective


To determine Employee Engagement Influence on Organizational Commitment.

1.8 Research Hypothesis


Employee Engagement has a significant influence on Organizational Commitment.

1.9 Significance of the study


Significance of the study is that it focused to evaluate the influence of employee engagement on

Preston University, Kohat City, KPK, Pakistan. The study focused on employee engagement,

their practices and their impact on organization commitment .In order to maximize the

organization performance.

1.10 Scope of the Study


This study is limited to Preston University, Kohat KPK, which offers Educational services from

several years. The survey is conducted in the year 2016. This organization provide educational

services to society and also give employment opportunities and the main purpose of this study is
to analyze the impact of employee engagement on organization (Preston University, Kohat city,

KPK, Pakistan) for achieving the goals effectively and efficiently.


CHAPTER TWO

LITERATURE REVIEW

2.1 Overview
This chapter consists six segments, starting from theories related to the research topic,

definitions and concept of variables, previous research related to the topic in which relationship

are demonstrated between independent and dependent variable, issues and problems in specific

organization, remarks on literature review and as well as a brief summary.

2.2 Theories

2.2.1 Employee Engagement Theory

Employees who are engaged in their work and committed to their organizations givecompanies

crucial competitive advantages—including higher productivity and lower employee turnover.

Thus, it is not surprising that organizations of all sizes and types have invested substantially in

policies and practices that foster engagement and commitment in their workforces. Indeed, in

identifying the three best measures of a company’s health, business consultant and former

General Electric CEO Jack Welch recently cited employee engagement first, with customer

satisfaction and free cash flow coming in second and third, respectively.(Welch, J., & Welch, S.

(2006, May 8). Ideas the Welch way: How healthy is yourcompany? BusinessWeek, 126.)

“Reaping Business Results at Caterpillar”and “Engagement Pays Off at Molson Coors Brewing

Company” show two examples of companies that benefited from enhancing engagement and

commitment.

Employee engagement has gained much popularity and the knowledge is required by many

stakeholders related to the employees and organizations. More recently, employee engagement

has generated significant interest among HR professionals as several researchers claim


engagement has a positive relationship with customer satisfaction, productivity, profit,

employees' retention (Coffman and Gonzalez-Molina, 2002; Buckingham and Coffman, 1999)

and organizational success and profit (Richman, 2006; Baumruk, 2004). Harter et al. (2002)

argue that employee engagement is important for 'meaningful business results and performance

in many organizations'. Saks (2006) conceptualizes employee engagement based on Maslach et

al. (2001) model. Saks (2006) defines employee engagement as the extent to which an individual

is attentive and absorbed in the performance of his/her roles (pp: 600-619). He discerned

between two types of employee engagement: job engagement and organizational engagement.

Job engagement refers to the extent to which an individual is actually fascinated in the

performance of his/her own individual job role (pp: 600-619). Meanwhile, organizational

engagement reflects “the extent to which an individual is psychologically present as a member of

an organization” (pp: 600-619).

2.2.2 Organizational Commitment Theory

Over the past two decades, the concept of organizational commitment has generated great

attention. Mathieu and Zajac (1990) attested that the organizational commitment concept

receives a great deal of empirical studies where both contain an outcome and antecedent. The

surge in interest and attention on organizational commitment literature was pursuant to the idea

that this concept is a significant part of an employee’s psychological conditions because

employees, who experience high organizational commitment, are theorized to display much

positive workplace behavior, such as high job performance, and citizenship activities, which will

definitely benefit the organization. Organizational commitment is defined as “the relative

strength of an individual’s identification with and involvement in a particular organization and

can be characterized by a strong belief in and acceptance of the organization’s goals and values,
willingness to exert considerable effort on behalf of the organization and a strong desire to

maintain membership of the organization” (Mowday, Porter, and steer, 1982, p, 27).

Organization citizenship behavior is practiced by a workforce who is more engaged

andperformance outcomes of employees and organization are positive (Whittington &Galpin,

2010). A study by(Barnett & Bradley, 2007) proposed that career satisfaction of employees can

be increased by supporting employees in career management behaviors. It was suggested that

support and participation in career management behaviors of employees can facilitate in greater

employee career satisfaction. Career satisfaction of employees depends upon their long term

engagement/disengagement (Timms&Brough, 2013). Research supports that engagement is

different from being workaholic. Resources provided at job, personal factors and performance

increases employee engagement. Highly engaged employees also try to create resources for their

own work and can offer competitive advantage to their organizations (Bakker, Schaufeli, Leiter,

&Taris, 2008). It can help in increasing commitment and satisfaction level of employees (Taylor,

2011).

2.3 Definitions and concept of variables

2.3.1Definitions of Employee Engagement

Employee engagement is the extent to which employees feel passionate about their

jobs, are committed to the organization, and put discretionary effort into their work.

(Robert J. Vance, Ph.D.) Employee engagement first company, small or large, can win over the

long run without energized employees who believe in the mission and understand how to achieve

it. That's why you need to take the measure of employee engagement at least once a year through

anonymous surveys in which people feel completely safe to speak their minds. (Jack and Suzy

Welch).Engagement is the extent of employees' commitment, work effort, and desire to stay in
an organization.(Caterpillar).Engagement is the extent to which employees are motivated to

contribute to organizational success, and are willing to apply discretionary effort (extra time,

brainpower and effort) to accomplishingtasks that are important to the achievement of

organizational goals.(Kenexa).The extent to which employees commit to something or someone

in the organization, and how long they stay as a result of that commitment.(Corporate Executive Board.

Driving performance and retention through employee engagement.(2004). Washington, DC. )Loyal employees (versus satisfied

employees) stay because they want to. They go above and beyond the call of duty to further their

company’s interests. (Walker loyalty report.(2003, September). Indianapolis, IN: Walker Information.)Employee

Engagement is the state in which individuals are emotionally and intellectually committed to the

organization as measured by three primary behaviors: Say, Stay and Strive.(Employee engagement at

double-digit growth companies. (2004). Hewitt Research Brief.)The extent to which employees put discretionary

effort into their work in the form of brainpower, extra time, and energy. (Robert Lofer)Employee

engagement and employee-organizational commitments are critical organizational requirements

as organizations face globalization and recovering from the global recession. Engagements at

work, employee and organizational commitment have been areas of interest among many

researchers and they have received huge recognitions among scholars and studies. Many

researchers in their studies support the relationship between organizational performance and

employees' engagement.(Simpson (2009) and Andrew and Sofian (2012)).Employee engagement

is defines as the harnessing of organization members’ selves to their work roles; in engagement,

people employ and express themselves physically, cognitively, and emotionally during role

performances.Kahn (1990:694)

2.3.2 Definitions of Organizational Commitment


Engagement contains many of the elements of both commitment and OC but is by no means a

perfect match with either. In addition, neither commitment nor OC reflect sufficiently two

aspects of engagement its two way nature, and the extent to which engaged employees are

expected to have an element of business awareness.Saks (2006)According to May et al (2004)

engagement is most closely associated with the constructs ofOrganizational commitment and

flow(Csikszentmihalyi 1990). Organizational commitment is defined as a cognitive or belief

state of psychological identification. This differs from engagement in that it is concerned more

with how the individual employs him/her selfduring the performance of his/her job. Furthermore,

whilst the focus of job involvement is on cognitions, engagement, according to most definitions,

also encompasses emotions and behaviors.(Kanungo 1982:342)Organization commitment is not

necessarily increased by giving training and developmentopportunities. Because there can be a

mismatch between employees perceptions about their job and development being provided.

Person-Organization fit, rewards and recognition schemes are an important sign of commitment

and lowers turnover rate(Chan & Chew, 2008).The organizational commitment concept receives

a great deal of empirical studies where both contain an outcome and antecedent. The surge in

interest and attention on organizational commitment literature was pursuant to the idea that this

concept is a significant part of an employee’s psychological conditions because employees, who

experience high organizational commitment, are theorized to display much positive workplace

behavior, such as high job performance, and citizenship activities, which will definitely benefit

the organization.(Mathieu and Zajac (1990))

Organizational commitment is defined as the relative strength of an individual’s identification

with and involvement in a particular organization and can be characterized by a strong belief in

and acceptance of the organization’s goals and values, willingness to exert considerable effort on
behalf of the organization and a strong desire to maintain membership of the

organization.(Mowday, Porter, and steer, 1982, p, 27).Some experts define commitment as both

a willingness to persist in a course of actionand reluctance to change plans, often owing to a

sense ofobligation to stay the course. People are simultaneously committed to multiple entities,

such as economic, educational familial, political and religious institutions.Organizational

commitment shows attachment and belief in values of an organization and the desire to

stay.Organizational commitment is the degree to which employees identify themselves with their

organizations.There are different types of commitments an employee can have.

2.4 Previous Research

2.4.1 Relationship between Employee Engagement and Organizational Commitment

When leaders think about employee engagement, they often consider traditional benefits,

including pay, bonuses, and flexible hours. While these factors are important, they aren’t enough.

In a study conducted by MSW·ARS Research on behalf of Dale Carnegie Training, more than

half of employees surveyed reported that commitment and honesty are key factors that drive their

engagement on the job.

In the literature, effect of human resource practices on career satisfaction and organization

commitment isidentified (Janet Chew, 2008).Personal or contextual factors affect the career

satisfaction, organizational commitment and turnover intention. Personal factors include

(performance goal orientation and) andcontextual factors include (organizational learning culture

and developmental feedback). The studyconcludes that career satisfaction is increased when goal

orientation is increased or organization commitment increases when both factors have positive

affect or increase. Supportive alliances in organizations, leadership, recruiting right persons for

the job can facilitate in enhancing employees’ careersatisfaction(Baek-Kyoo (Brian) Joo, 2010).
It is evident that supportive relationships enable employees tolearn and help them in developing

their career (Ellen, 2011).

First, this study contributes to the literature in Employee Engagement studies and organizational

commitment. Second, this research is important in providing a sound and useful knowledge to

guide organizations pertaining to well-being and development of employees in the research

setting. It attempts to derive fitting components of organizational culture and employee

engagement and to examine how organization can significantly contribute to this process

Successful organizations rely on a healthy organizational commitment to acquire a strong

culture. Hence, the need for organizations to scrutinize both how employees can and want to

actively contribute to the success of the organization; how employees can be equally concerned

about things like quality, costs, customer service, and safety – not because they were being

employed to do their job and that they have to, but because they want to.

All dimensions of organization commitment have positive effect on job performance of

employee butnormative commitment has positive and significant relationship on employee’s job

performance (NeginMemari, 2013). Research shows that career commitment and organizational

commitment are interconnected. Employees who are career focused might develop strong

involvement with the organization and would probably increase their desire to remain in the

company, if the organization is also paying attention to employees’ career development (Andrea

M. MoscosoRiveros, 2011).Commitment became higher whencontinuous learning opportunities

were provided. There are positive outcomes on success of one’s career when they are involved in

career related activities (Bambacus, 2011). It doesn’t mean that employees work only for their

success and for getting promotions. When they are engaged, they do really care for the
organizations’ they work in and use discretionary efforts to achieve the organizational goals

(Kruse, 2012).
CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Overview
This chapter encompasses nine segments, design of the study, theoretical model (frame work) of

the study, development of hypothesis, operational definitions of the variables, research

instruments, unit of analysis, population of the study, sample and sampling technique, tools of

analysis and a short summary of the whole chapter.

3.2 Design of Study


This study targeted to analyze the impact of employee engagement on organizational

commitment. Use the procedure and collect the data, we have collected the data from 40

respondent of the, Preston university kohat, randomly. It is an explanatory research because it

focuses on the study that impact of employee engagement on organizational commitment. It

explains the relationship between independent variable and dependent variable whether they are

positively related, negatively related or no relation exists between variables. This research

involves testing hypothesis.

3.3 Theoretical Model


The theoretical framework is the foundation on which the entire research project is based. It

identifies the network of relationships among the variables considered important to the study of

given problem. The dependent variable is organizational commitment while independent variable

is employee engagement.

Independent variable dependent variable

Organizational
Employee Engagement
commitment
Fig 3.3.1 Frame work of the study

3.4 Hypothesis Development


1. Employee Engagement has a significant influence on Organizational Commitment.

Table 3.5
Operational Definitions of the variables
variables Definitions References

Employee Employee engagement is the extent to which employees feel (Robert J.


engagement passionate about their jobs, are committed to the organization, Vance,
and put discretionary effort into their work. Ph.D.)
Engagement is the extent of employees' commitment, work effort, and .(Caterpillar).
desire to stay in an organization

Organizational commitment is defined as the relative strength of an .(Mowday,


individual’s identification with and involvement in a particular Porter, and
organization and can be characterized by a strong belief in and acceptance steer, 1982, p,
Organizational of the organization’s goals and values, willingness to exert considerable 27)
commitment effort on behalf of the organization and a strong desire to maintain
membership of the organization. .(Kanungo
Organizational commitment is defined as a cognitive or belief state of 1982:342
psychological identification. This differs from engagement in that it is
concerned more with how the individual employs him/her self during the
performance of his/her job. Furthermore, whilst the focus of job
involvement is on cognitions, engagement, according to most definitions,
also encompasses emotions and behaviors

3.6 Research Instrument


The researcher distributed the questionnaires in person, after obtaining permission from top

management, in one week to all respondents. Respondents were entreated to give candid and

honest responses to every item on the questionnaires. Face-to-face interview provided the

platform for the researcher to clarify any possible ambiguity and also created the opportunity to
interact with the people. After this, the collected data was analyzed using the proposed data

analysis methods and the findings and recommendations were made. The constructs of the

instrument related to employee engagement are adopted and then adapted/modified from (Maertz

and Campion 2004 and Saks 2006) which are total 10. While the constructs of organizational

commitment are adopted from (Allen-Meyer‟s 1990) which are total of six. A five point Likert

scale was used to measure these components (strongly disagree=1, to strongly agree=5).

3.7 Unit of Analysis


Unit of analysis is individual employees of Preston university kohat and to judge and analyze

their behavior and perceptions regarding employee engagement and organizational commitment.

The researcher established questionnaire related to the topic.

3.8 Population of the Study


From the perspective of statistics “anything which is under study is known as population” and

the Population which is under study is Preston university kohat. Employee of Preston university

kohat will be selected as a sample to fill questionnaire.

3.9 Sample and Sampling Technique


It is noted that, analyses are best when conducted on samples that are still fresh. Therefore,

sampling was used to select a portion of the population to represent the entire population. He

emphasizes the need for a researcher to select a sample from which he wishes to seek

information, using appropriate sampling techniques. The methods/techniques selected for the

study was based on simple random sampling technique. 40 employees have selected as a sample

to fill questionnaires from Preston university kohat.

3.10 Tools of Analysis


SPSS (statistical package for social sciences) is a computer program which is used for analysis

of statistical data. This the most widely used program for statistically analysis of social sciences.
This software is used by many researchers as market researcher, health researcher and as well as

many more. The data which was collected through questionnaires, entered in SPSS (statistical

package for social sciences) and ensure that the data entered properly by researcher and thus the

SPSS is used as tool of analysis.


CHAPTER FOUR

ANALYSIS

4.1 Overview
This chapter encompasses two segments, starting from data analysis, SWOT analysis of the

organization (Preston university kohat), in which internal analysis as strength and weaknesses

and external analysis as opportunities and threats and as well as data analysis.

4.2 Data Analysis

Table 4.2.1

Reliability Statistics
Variables items Cronbach's Alpha

Employee engagement 10 .530

Organizational commitment 6 .718

In the above table show the reliability of two variables that is 10 items of employee engagement

and 6 items of organizational commitment and the reliability of employee engagement is .530

and organizational commitment reliability is .718. These values are in acceptable range,

indicating that internal consistency reliability for measure used are consider to be good.

According to sekran (1995) reliability less than .50 is consider to be poor where those in .530

and .718 are good and acceptable range reliability.


Table 4.2.2

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation

Employee Engagement 36 2.20 5.10 3.7000E0 .71394

Organization commitment 36 2.00 6.67 3.7593E0 .87961

Valid N (list wise) 36

Descriptive statistics describes the main feature of a collection of data. Mean value show that

central tendency of a variable. From the output of the above show that employee engagement

and organizational commitment means values are show respectively 3.7000 and 3.7593 with

standard deviation values are .71394 and .87961 in the sample giving a total 36 respondents.

4.3 SWOT Analysis

“SWOT, is an abbreviation that stand for strengths, weaknesses, opportunities, and threats”,

many techniques are available for analyzing an organization. SWOT analysis is one of such

techniques. SWOT analysis of Preston university kohat.

4.3.1 Strength

 The University is building up very strong image in society.

 Providing good quality theoretical education.

 Efficient staff is serving here and selection of staff’s qualification is minimum Mphil

Degree.

 Selection of staff is on merit base.

 Examination system is very clean.

 Every student is preferred equally by class teacher.


 Administration staff is effective and work efficiently to hold on the university’s official

system and environment.

 Program directors’ Management is very effective and monitors the university’s staff

closely.

 The university cares their own students when they don’t get internship, the university’s

management staff also offer internship facility to them.

4.3.2Weaknesses

 Stressed and work load on teachers

 No better environment for students

 There is no computer and net facility for students.

 There is very minimum level of interaction between teachers and students.

 Favoritism is a lot some of a teacher’s favorite students get highest marks in his subjects.

 There is nothing done for students’ creativity for his bright future.

 There is no practical work applied on students according to the subject topic.

 Sometimes there is an unjust occurred in merit scholarship during taking admission in

this university.

 There is also minimum level of salary is placed for the university’s staff this is not

according to their efforts, thus why maximum teaches don’t want to stay here long.

 There should be also a better environment placed for own lecturers.

 There should be held workshops or other create other creative occasions under the

experts team to meet the challenges of new millennium for both teachers and students.

 There should be placed some functions for entertainment in this university.


 There should be placed competition with Kohat University’s student to create a

competitive and creative environment in society of Kohat and its better for good image

building.

 Create maximum vacancies for female lecturers’ staff as created for males.

4.3.3 Opportunities

Preston University Kohat has social acceptability it’s a great opportunity for university’s

students.

 Maximum candidates take part in getting admission in this university of every age in

BBA, MBA and in MBA (Executive).

 Preston University’s students avail opportunity of jobs and admissions in other

universities.

 Our students get internship in other organizations it is the proof of trust of other

organizations that provide the internship facility for our students.

4.3.4 Threats

 Preston University Kohat can’t compete with LUMS, IBA and IM Sciences University

due to their educational standard and some other possible reasons.

 Our university student’s face lots of problems for jobs but their students have a Job in

their hand when they are in their last stage of completion their graduation and master.

 Some of people don’t trust on Preston University’s Degree because of past bad image of

this university and other programs were started and got failed because those programs

were not registered under the H.E.C.


 Some of people say that Preston University’s students solve papers by their unfair means

but that is the misconception of people and this is the great hurdle against the university’s

success which needs very high image building effort.

 Preston University’s students can’t get equal opportunities in organizations because of

the presence of a Government University in Kohat and then naturally people’s mind is

set that Government universities are successful and out of Kohat other private universities

are successful as seen unjust in organizations when getting internship opportunity.


CHAPTER FIVE

RESULT AND DISCUSSION

5.2 discussion and conclusion


The basic aim of this study is to analyze the impact of employee engagement on organizational

commitment. Employee engagement is very important for organizational commitment because

the organization depends upon the employees of the organization. Employee engagement is

considered an important element for achieving the objective and goal of the organization

effectively and efficiently. There was a very positive attitude of employees about the topic and

majority of the respondent was agreeing with the constructs of the study. The hypothesis which

was made as Employee Engagement has a significant influence on Organizational Commitment

is proves by our study and indicate that employee engagement positively related organizational

commitment. So we can conclude that the ultimate aim of this study was to determine the

employee engagement on organizational commitment and this was proved by the study

successfully.

5.3 limitations
From an academic point of view, this study has several limitations.

 First, the sample size of the study is small bcause the employees are less then 50.

 Second, research time was less just two months if more time we would have gotten the

result could be more best.

5.4 Suggestions and Recommendations

Following recommendations are suggested to overcome the problems and improve the

performance of University in general.


Although Preston is performing well, there are certain areas where they need improvement

overcoming which can help them achieve more success:

5.4.1 Employees’ salaries

They should raise the salary for staff and faculty. They are compensating less than market

package. The staff is very hard working but to motivate them, they should pay high salary to

them so they will work more efficiently and they will be happy with their work life.

5.4.2 No of Hours

Usually in other educational institutions employees work 6 days a week but in Preston they work

7 days a week due to which there subjective wellbeing is affected negatively; most of the

employees feel mind stress and they get ill due to working long hours and they also don’t show

their performance efficiently, Preston should fix their working hours according to other

educational institution so that the employees will be satisfied and they will perform efficiently.

5.4.3 Stress and work load on employees

Employees in other educational institutes have a workload of 12 credit hours per week whereas

at Preston University Kohat, the workload on each teacher is 18 credit hours per week which

makes them overloaded with work burden. Research shows that workload can result in severe

mental and physical ailments in employees (Santana et al., 2012) thus management must

minimize the work burden on their employees in order to get their full potential.

5.4.4 Work Environment

Research endorses that work environment has a positive impact on productivity (Guthrie, 2001).

Noise, lack of privacy, unsuitable room temperature and ergonomic conditions can affect the
satisfaction of workers and mental health (Klitzman & Stellman, 1989) and this might be the

reason that people experience stress at their workplace. Preston University Kohat campus

building is in a deprived position; offices and classrooms lack proper ventilation and cooling and

heating system. This might be another factor affecting the subjective wellbeing of employees. If

the building is renovated and employees and students are given a good work environment the

results are expected to be more than the cost that will be incurred for the renovation.

5.4.4 Fair students selection process

Why Preston is back in the ranking from many institute the reason behind is that usually we see

the students in Preston who are not even able to write their name properly if we will work only to

earn money we won’t ever be successful first create your brand or image so you will get the final

result more fruitful so try to select the students with proper merit and screening so definitely this

institute will go up in ranking.

5.4.5 Creative work

Preston should provide opportunity of some creative work to students. This will gives chance to

students to proof their talent and it will also encourage them. Strict environment at university

level bores the students from studies and irritate them.


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APPENDIX
Dear Participants,

We are students of Preston University Kohat (campus). We are conducting a research to test

the“Impact of employee engagement on organizational commitment.” Kindly fill up the

questionnaire and return to facilitate me in my research work. Any information obtained in this

regard will be kept strictly confidential and will only be used for academic purpose. Your

cooperation will be highly appreciated in this regard.

Personal data

Gender:

a) Male b) Female

Age:

a) 25-30 b) 30-35 c) 35-40 d) above than 40

Experience:

a) 0-2 year b) 2-4 year c) 4-6 year d) above than 6 year

Please circle the score which you think /feel the most suitable of the following items. The

response scale is given below.

Strongly Disagree Neutral Agree Strongly


disagree Agree
1 2 3 4 5

Employee Engagement 1 2 3 4 5

1 I am proud and happy to work for this organization.


2 I trust my colleagues and senior management.
3 This organization provides enough opportunities for me to
be able to learn and grow.
4 This organization makes me feel important.
5 I understand and uphold the mission and the vision of the
organization.
6 Sometimes I am so into my work that I lose track of time.
7 My mind often wanders and I think of other things when
doing my work.
8 I feel very little loyalty to this organization.
9 I would accept almost any type of assignment in order to
keep working for this organization.
10 I am proud to tell others that I am part of this
organization.
Organizational commitment

1 I would very happy to spend the rest of my Career with


this organization.
2 I enjoy discussing my organization with People outside it.
3 I am not afraid of what might happen if I quit my job
without having another one job.
4 It would not be too costly for me to leave my organization
now.
5 I think that people these days move from company to
company too often
6 I do not believe that a person must always be Loyal to his
or her organization.
http://nabiyar.blogspot.com/

PROJECT REPORT ON IMPACT OF EMPLOYEE ENGAGEMENT ON ORGANIZATIONAL

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