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the role of employee commitment and

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Nguyễn Gia Hào

Academic year: 2023

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This research project is able to reveal the relationship between employee engagement and employee communication towards successful strategy implementation. This research focuses on the attempt to investigate employee engagement and employee communication towards successful strategy implementation. The purpose of conducting this research is to examine the relationship between employee engagement and employee communication towards successful strategy implementation.

RESEARCH OVERVIEW

  • Introduction
  • Research Background
  • Problem Statement
  • Definition of Terms
    • Employee Commitment
    • Employee Communication
    • Strategy Implementation
    • Employee
  • Research Objectives
    • General Objective
    • Specific Objectives
  • Research Questions
  • Hypotheses of the Study
  • Significance of the Study
  • Chapter Layout
  • Conclusion

In addition, Judson (1991) claimed that the success rate of strategy implementation is less than 10% due to the failure of communication in organization. Kaplan & Norton (2001) also stated that the failure rate of the strategy implementation is between 70% and 90%. Based on all the journals and articles that revealed, the majority of the research claimed that the success rate of strategy implementation is low.

Figure 1.1: MPC 25 th  Productivity Report
Figure 1.1: MPC 25 th Productivity Report

LITERATURE REVIEW

  • Introduction
  • Review of the Literature
    • Theoretical Foundation
    • Strategy Implementation
    • Employee Communication
  • Proposed Conceptual Framework
  • Hypotheses Development
  • Conclusion

Employee communication can increase the competitive advantage of the firm which can lead to successful strategy implementation (Mazzei, 2014). Besides, in the study of Alfalla-Luque et al. 2012), results indicated that employee engagement has a positive relationship with successful strategy implementation. According to Peng & Litteljohn (2001), communication is the key requirement for successful strategy implementation.

Figure 2.2: Factors that affecting successful strategy implementation towards  employee in Klang Valley
Figure 2.2: Factors that affecting successful strategy implementation towards employee in Klang Valley

METHODOLOGY

Introduction

Research Design

  • Quantitative Research
  • Descriptive Research

According to Sekaran (2003), a phenomenon, a current situation or characteristics involved in descriptive research is one that one wants to better describe by offering a profile of factors. This study uses descriptive research to describe the demographics and characteristics of employees working in Klang Valley and better interpret the essence of the existing problem for researchers.

Data Collection Method

  • Primary Data

In this research, self-administered questionnaires are distributed to target respondents, which is an effective way to reach a huge amount of respondents and researchers who are able to get more accurate information compared to observation. Moreover, the data obtained is original as it was obtained directly from the target respondents.

Sampling Design

  • Target Population
  • Sampling Location and Sampling Frames
  • Sampling Technique
  • Sample Size

Respondents were asked to scan the QR code and answer all the questions and return it immediately after answering. Therefore, they are able to provide valuable information to researchers and the result will be more reliable. There is no convenient and appropriate sampling frame for this research because the complete list of all employees in Malaysia is not able to be collected.

Since sampling frame is not available in this study, non-probability sampling design is therefore used (Sekaran & Bougie, 2012). Judgment sampling is one of the types of purposive sampling and this method was used in this research when distributing questionnaire as it is the effective and easier way to reach to target respondents. The accuracy of result can be higher due to the respondents with enriched experience will provide advantages in the research.

To strengthen the reliability of the data, two questions will be asked of the target respondents: 1) Do you work in Klang Valley? Based on MacCallum, Widaman, Doole & Hong (1999), a study should have a minimum of 100 sample sizes that can give researchers an ideal result. Additionally, Roscoe (1975) suggested that the appropriate sample size for a quantitative research is greater than 30 and less than 500.

Research Instrument

  • Questionnaire Design
  • Pilot Test

Pilot test is carried out in this study and it refers to a mini version of a full scale test. The purpose of implementing pilot test is to determine the problem and obstacle to ensure the validity of the questionnaire before approaching our target respondents.

Constructs Measurement

  • Scale Measurement
  • Origin of Construct

I am extremely happy that I chose this organization to work for, rather than others I considered when I joined. Our organization has integrated the communication process in the preparation of its strategic plan. All information necessary for the implementation of strategies is disseminated to the parties involved in a timely manner.

Table 3.1 show the list of variables used in questionnaire. In addition, the  adapted items and sources are included in the table below
Table 3.1 show the list of variables used in questionnaire. In addition, the adapted items and sources are included in the table below

Data Processing

  • Data Checking
  • Data Editing
  • Data Coding
  • Data Transcribing

Data transcription is a key to transfer the responses collected from the questionnaires to the computer (Malhotra, Birks & Wills, 2012). Data collected from respondents are keyed into Statistical Package for Social Sciences (SPSS) software in order to perform data analysis.

Data Analysis

  • Descriptive Analysis
  • Scale Measurement
  • Inferential Analysis
    • Multiple Regression Analysis

According to Hair, Bush & Ortinau (2003) have stated that the internal consistency in which the different dimensions of a multidimensional construct have a reciprocal relationship with the scale. Cronbach's Alpha is used to evaluate the internal consistency and measure the reliability of each item in the questionnaire. In this research, several topics are presented and Cronbach's Alpha will be used to evaluate the topics.

A focus on reliability in developmental research through Cronbach's Alpha among medical, dental and allied health professionals. Alpha coefficients from 0 to 1 are used to describe the reliability of extracted factors and/or multipoint questionnaires or scales. The rule of thumb states that there will be a higher confidence coefficient when the figure is closer to 1.0 (Hair et al., 2003).

Therefore, the higher the value of Cronbach's alpha, the higher the reliability of the construct. Inferential analysis assumes a population by examining a sample analysis, where the result can be used to generalize to the entire population represented by the sample. Multiple regression analysis is a statistical technique that can be used to identify and analyze the relationship between two or more independent variables and one dependent variable (Kumar et al. 2012).

It also helps to identify which prediction of the factors has the greatest impact on successful strategy implementation.

Table 3.2: Rules of Thumb of Cronbach’s Alpha Coefficient Range  Cronbach’s Alpha  Internal Consistency
Table 3.2: Rules of Thumb of Cronbach’s Alpha Coefficient Range Cronbach’s Alpha Internal Consistency

Conclusion

Descriptive Analysis

  • Respondent Demographic Profile
    • Gender
    • Race
    • Age
    • Highest Education Level
    • Monthly Gross Income
  • General Information
    • Working Sector
    • Working Experience
  • Stacked Bar for Independent Variables
    • Employee Commitment
    • Employee Communication
  • Central Tendencies Measurement of Constructs

Based on Table 4.2, the results revealed that out of 91 male respondents, the majority of male respondents are “Chinese, they follow them. In addition, 20 female respondents are aged "between 31 and 40" and 5 female respondents are aged "between 41 and 50". According to Table 4.6, it can be seen that most of the respondents work in the “Private Sector” which consists of male and female respondents while they work in the “Public Sector”.

According to Table 4.7, the majority of respondents and respondents were employed in their current job “between 0 and 4 years”. As shown in Figure 4.2, out of a total of 11 questions about employee communication, the majority of respondents agree that employee communication will lead the implementation to success. However, all questions for employee communication have over 50%, which means that more than 50% of respondents agreed with the individual question of employee communication.

In short, the results showed that the respondents are more in agreement with employee communication and it has the greatest influence towards the successful implementation of the strategy. Communication with employees” which were around 3.7 to 3.8, representing neutral and agree on a 5-point Likert scale. Most of the respondents are satisfied with "Employee Communication" which scored the highest mean of (χ = 3.8222) among the independent variables followed by.

This indicated that the majority of the respondents were satisfied with the “Employee Communication” and therefore has the most impact on the implementation of the strategy.

Table 4.2: Race  Male  Frequency (%)
Table 4.2: Race Male Frequency (%)

Scale Measurement

  • Reliability Analysis

Inferential Analysis

  • Multiple Regression Analysis

Therefore, we can conclude that the regression model was statistically significant for predicting employee engagement and communication in explaining the successful implementation of the strategy. This showed that all independent variables, employee commitment and employee communication, have a significant and positive relationship with the dependent variable, successful strategy implementation. In addition, the standardized beta coefficients showed that the vital value of each independent variable to the dependent variable.

Table 4.12 shows that the predictor of the greatest contribution to the successful implementation of the strategy is "employee communication" (β = 0.298), followed by "employee commitment" (β = 0.264).

Table 4.11: ANOVAª
Table 4.11: ANOVAª

Conclusion

DISCUSSION, CONCLUSION AND IMPLICATION

Introduction

Summary of Statistical Analyses

  • Descriptive Analysis
  • Inferential Analysis

This shows that there is a significant and positive relationship between predictors as a group and successful strategy implementation among employees working in the Klang Valley. Therefore, these two independent variables have significant influence on successful strategy implementation among employees working in the Klang Valley. Therefore, in this study two hypotheses were tested which were supported and accepted with a significance level of less than 0.05.

Table 5.1: Descriptive Analysis
Table 5.1: Descriptive Analysis

Discussion of Major Findings

For example, the findings of Noble & Mokwa (1999) indicate that role commitment appears to be the second highest variable in influencing employees towards implementation success. This means that employees are concerned with the commitment to achieve implementation success. In addition, Dooley et al (2000) asserted that commitment plays an important role in influencing implementation success.

In addition, Ali, Rehman, Ali, Yousaf & Zia (2010) also tested corporate social responsibility and employee engagement. The result shows that corporate social responsibility included activities for the welfare of the employees and their families, and this will affect the commitment of the employees in the implementation to success. Previous literature and journals have proven that employee communication can influence the success of strategy implementation.

For example, Olang (2015) shows that communication between employees is positively related to strategy implementation, meaning that communication between employees is crucial for the success of strategy implementation. The test that demonstrates that communication is necessary to achieve organizational effectiveness, including strategy implementation. Other than that, Al Kandi et al. 2013) also shows that communication with employees is one of the factors.

Their research proves that communication is important in influencing the outcome factors that are strategy implementation.

Table 5.3: Major Findings for Hypothesis Testing of Employee Communication
Table 5.3: Major Findings for Hypothesis Testing of Employee Communication

Implication of the Study

  • Managerial Implications

Limitations of the Study

Recommendations for Future Research

Conclusion

Ethics in strategic communication campaigns : the case for a new approach to public relations, Journal of Business Communication. Strategy Execution and Realization, Retrieved February 16, 2019 from https://www.businessballs.com/strategy-innovation/strategy-implementation-and-realization/. Factors Influencing Strategy Implementation in the Tourism Industry: A Study of Kenya's Maasai Mara National Park, European Journal of Business and Management, Vol.8, No.7.

The role of strategic leadership in effective strategy implementation : perceptions of South African strategic leaders. The Strategy-Focused Organization: How Balanced Scorecard Firms Thrive in the New Business Environment, Psychiatric Rehabilitation Journal. The role of workforce engagement in strategy implementation and organizational learning within the relationship between strategic planning and business performance.

The role of communication in strategy implementation: the case of African women in agricultural research and development. Factors Affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. Toward strategy implementation success: An empirical study of the role of senior-level leaders in the Nevada gaming industry.

Questionnaire

Please indicate your level of agreement or disagreement with each area listed below based on your current work experience in the Klang Valley.

SPSS output: Respondent Demographic Profile

SPSS output: Respondent General Information

SPSS output: Descriptive Statistics

SPSS output: Reliability Test

SPSS output: Multiple Regression Analysis

Gambar

Figure 1.1: MPC 25 th  Productivity Report
Figure 2.2: Factors that affecting successful strategy implementation towards  employee in Klang Valley
Table 3.1 show the list of variables used in questionnaire. In addition, the  adapted items and sources are included in the table below
Table 3.2: Rules of Thumb of Cronbach’s Alpha Coefficient Range  Cronbach’s Alpha  Internal Consistency
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