Descriptive Statistics Influence of employee engagement on employee performance
BUSI 240-Organizational Behavior 1
Liberty University
2022
Descriptive Statistics
This section discusses descriptive statistics of human capital practices and Employee
Performance. The variables were measured using a likert scale score of 1-5, whereby 1.
Strongly Agree, 2 Agree, 3 Neutral 4 Disagree and 5. Strongly Disagree. The maximum
value allocated was 5 and minimum value was 1. The mean indicates the average and
Standard Deviation (SD) quantifies the variability. During interpretation, a low SD was
taken to mean that most of the numbers are very close to average and a high SD mean that
numbers are spread out.
Influence of employee engagement on employee performance
This section sought to answer the specific objective on the assessment of the influence of
employee engagement on employee performance. Table 4.11 shows how the respondents
rated various employee engagement best practices or attributes that enhances employee
performance in an organization. The summaries presented in Table 4.11 showed that
majority 85(56%) of the study respondents agreed that they had good job designs and a few
4(2.67%) strongly disagreed that they had good job designs. The study results shows that
job design as an indicator of employee engagement had a mean of 3.81 and SD of 0.90. The
result implies that there were good job designs in most of the private security industry
organisations. According to Odhong (2014) good job design helps the employees feelet al.,
that the work they do is satisfying, provides task identity, task significance, autonomy
and feedback, hence enhances job satisfaction.
Table 4.11 shows that majority 79(52.67%) of the PSGs interviewed agreed that there is
work life balance in the private security sector work and a few 8(5.33%) strongly agreed
that there is work life balance. Work life balance as an indicator of employee
engagement had a mean of 3.19 and SD of 1.21. The results showed that there exists work
life balance in the sector. The workers would prefer flexible working hours, and work
arrangements given the characteristics or nature of their job. This concurs with the results
of Wekesa ., (2013), in their study on assessment of effect of resource management onet al
performance in private security industry. The authors found that majority (67.8%) of the
study respondents were apprehensive of the existence of work-life balance practices at their
organizations with part-time being most prevalent at 100% and shift swapping at 97.7%.
The results presented in Table 4.11 showed that majority 86(57%) of the study respondents
agreed that there were clear channels of communication that enhance their performance in
the organizations, and a few 7(4.70%) disagreed that there exist clear channels of
