Factors building to organizational engagement: a case study of office of the teacher civil service and educational personnel commission

 

Factors building to organizational engagement: a case study of office of the teacher civil service and educational personnel commission

Sarayut Matap

By Amornteb  Intasorn

Abstract

        This article aimed to explore the factors that contribute to the engagement of personnel in the organization. Therefore, the job characteristics factor, factors of work experience and organizational engagement of personnel in OTEPC were studied. The study found that the job characteristics consisted of job challenges, participation in management and work progress. The personnel of OTEPC saw challenges of important tasks first and foremost. In terms of work experience factors, this included the attitude towards colleagues and the organization and the expectations fulfilled by the organization. Attitude towards colleagues and the organization was also a priority. For organizational engagement of personnel consisted of confidence in accepting the goals and values of the organization and desire to remain a member of the organization. Confidence in accepting the goals and values of the organization was the first priority. Moreover, it was found that the longer people work, the greater they had a higher sense of engagement with the organization to a greater extent and never thought about quitting or leaving the organization. The relationship between job characteristic factors, work experience factors and organizational engagement of personnel was found to be statistically significant at the level of .01 in the overall moderate to high level of positive correlation. Recommendation to the director of OTEPC that Human resource management strategy should be developed together with inspiring and providing morale to maintain valuable human resources. This will be a guideline to encourage personnel to be more engaged in the organization and thus reduce the number of resignations, transfer personnel relocation. 

Objectives of the study

1. To study the level of factors in job description and work experience factors building to the organizational engagement of the personnel of OTEPC.

2. To study the level of organizational engagement of the personnel of OTEPC.

3. To study the relationship between job description factors and work experience factors and organizational engagement of the personnel of OTEPC. 

Methodology

Population and Sample

The study population was219 personnel of OTEPC. The sample used in this study was40 personnel in the fiscal year2022.Thesample size was determined using Krejcie and Morgan's table (Krejcie &; Morgan) at error.05.Stratified proportionate random sampling consisted of 140 samples according to line type and position.

Research Instruments

The tool used in this study was a checklist and a 5-point Likert scale questionnaire created by the researcher from theoretical documents and related research, consisting of 3 parts

            Part 1 Respondents' personal status (Checklist)

Part 2 Factors building to organizational engagement (Likert Scale)

Part 3 Organizational Engagement of the personnel of OTEPC. (Likert Scale)

The questionnaire had 33 questions with Index of Item-Objective Congruence (IOC) of 1.00 and reliability of 0.884.

Data Collection Procedures

The researcher had requested an introduction letter from the Division of Educational Administration, Department of Education, Kasetsart University to contact for permission and cooperation in the data collection process with the personnel of OTEPC. 140 questionnaires were distributed to the sample in person. A total of 140 questionnaires or 100 percent were returned.

            Data Analysis Procedures

1. Analyze questionnaires Part 1 about the respondent’s personal status by descriptive statistics using frequency and percentage according to the individual characteristics of the sample and present it in the form of table.

2. Analyze data on job description factors, work experience factors, and organizational engagement by descriptive statistics using mean (x̅) and standard deviation (S.D.).

3. Analyze data on the relationship between job characteristics factors, work experience factors with organizational engagement of personnel using Pearson's product moment correlation coefficient with a statistical significance at .05. 

Results

Results of the Level of Job Characteristic Factors, Work Experience Factors and Organizational Engagement.

1. Job Characteristics Factors included job challenges, job progress, and participation in management. Overall, the average was very high. When considering each item, it was found that the highest average was the challenge of the task, followed by participation in management. The part with the lowest average was job progress.

2. Work experience factors. These included attitudes towards colleagues and the organization and expectations that have been met by the organization as a whole. When considering each item, it was found that the highest average was attitude towards colleagues and organization. The part with the lowest average was the expectation that had been met by the organization.

3. The level of organizational engagement of personnel of OTEPC. Overall, 
the  average  was  very  high. When considering each item, the highest average was confidence in accepting the goals and values of the organization. The part with the lowest average was the desire to remain a member of the organization.

4. The Relationship between Job Characteristic Factors and Work Experience Factors Building Organizational Engagement of Personnel of OTEPC. Overall, it was found that the relationship between job characteristic factors and work experience factors building organizational engagement was positively correlated with organizational engagement of personnel of O.E.C. statistically significant at .01 

Conclusion

The results of the study on the level of job characteristic factors and work experience factors and organizational engagement of personnel OTEPC can be summarized as follow:

Job characteristic factors include job challenges, job progress, and participation in management, overall is at a high level. When considering each of them, it was found that
the highest average was the challenge of the task, followed by participation in management. The part with the lowest average was job progress.

Work experience factors include attitudes towards colleagues and the organization and the expectations that have been met by the organization as a whole are very high. When considering each of them, it was found that the highest value was attitude towards colleagues and organization. The part with the lowest average was the expectation that the organization has met.

Organizational engagement includes confidence in accepting goals and values of organization and desire to remain a member of the organization. When considering each of them, it was found that the highest average overall is at a high level.