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IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT IN UAB BALTIC GROUND
SERVICES AND BALTIC GROUND SERVICES SP. Z O.O.
A Thesis
Presented to the Faculty
of the International Business and Communication Program at
ISM University of Management and Economics
in Partial Fulfillment of the Requirements for the Degree of
Bachelor of Management
by
Smiltė Narkovičiūtė
Advised by
Doc. Dr. Raimonda Alonderienė
January 2015
Vilnius
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
2
Abstract
Narkovičiūtė, S., Improvement of employee work engagement in UAB Baltic Ground
Services and Baltic Ground Services Sp. z o.o. [manuscript]: Final Bachelor Thesis.
International Business and Communication. Vilnius, ISM University of Management and
Economics, 2015.
This paper analyzes the current level of employee work engagement of the administration
employees of UAB Baltic Ground Services and Baltic Ground Services Sp. z o.o and
provides solutions on its improvement. The theoretical research was conducted, in order to
define the antecedents, influencing employee work engagement, as well, as the positive
outcomes occurring, when the level of work engagement is high in the organization.
Quantitative research was conducted, in order to find out the level of employee work
engagement in UAB Baltic Ground Services and Baltic Ground Services Sp. z o.o. Further,
the empirical research provided valuable information about the level of four antecedents – job
characteristics, perceived organizational support, perceived supervisor support, and rewards
and recognition – experienced by the administration employees of both of the companies. All
of the antecedents correlated with employee work engagement, but job characteristics and
perceived organizational support were listed as the most influential antecedents on employee
work engagement in this research. Finally, managerial solutions were provided, in order to
improve employee work engagement in UAB Baltic Ground Services and Baltic Ground
Services Sp. z o.o.
Keywords: employee work engagement, job characteristics, perceived organizational
support, perceived supervisor support
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Table of contents
Abstract .......................................................................................................................... 2
List of tables ................................................................................................................... 5
List of figures ................................................................................................................. 6
Introduction .................................................................................................................... 7
Analysis of Situation .................................................................................................... 10
Financial Performance of “Baltic Ground Services” ............................................... 12
Future Expansion of “Baltic Ground Services” ....................................................... 14
External Environment Analysis of “Baltic Ground Services” ................................. 14
Macro environment analysis. ............................................................................... 14
Competitors. ......................................................................................................... 22
Internal Situation Analysis of “Baltic Ground Services” ......................................... 24
UAB Baltic Ground Services human resource management ............................... 24
Baltic Ground Services Sp. z o.o. human resource management ........................ 28
SWOT Analysis ....................................................................................................... 30
Theoretical Foundation of the Problem ................................................................... 33
Definition of employee engagement .................................................................... 33
Characterization of employee engagement .......................................................... 38
Antecedents of employee engagement................................................................. 40
Outcomes of employee engagement. ................................................................... 44
Theoretical model of employee engagement ....................................................... 45
Empirical Research ...................................................................................................... 46
Aim and Objectives.................................................................................................. 46
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Research Method and Data Collection Method ....................................................... 48
Research Sample ...................................................................................................... 50
Research Instrument................................................................................................. 52
Job characteristics ................................................................................................ 54
Perceived organizational support ......................................................................... 54
Perceived supervisor support ............................................................................... 54
Rewards and recognition...................................................................................... 54
Employee work engagement ................................................................................ 55
Data Analysis Methods ............................................................................................ 56
Results of the Empirical Research ........................................................................... 58
Descriptive statistics ............................................................................................ 58
Correlational relationships ................................................................................... 64
Multiple linear regression. ................................................................................... 68
Managerial Solutions ................................................................................................... 70
Job Characteristics ................................................................................................... 71
Perceived Organizational and Supervisor Support .................................................. 74
Rewards and Recognition ........................................................................................ 77
General Suggestions................................................................................................. 78
Conclusions .................................................................................................................. 78
Limitations ................................................................................................................... 81
References .................................................................................................................... 82
Appendices ................................................................................................................... 91
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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List of tables
Table 1. Annual Revenues from sales to external customers in a segment of Aircraft
Ground Handling and Fuelling................................................................................................ 12
Table 2. Annual Revenues from sales to external customers of BGS PL ..................... 13
Table 3. SWOT analysis of BGS LT ............................................................................. 31
Table 4. SWOT analysis of BGS PL ............................................................................. 32
Table 5. Structure of the questionnaire ........................................................................ 53
Table 6. Cronbach’s alpha. Internal consistency of each scale of the survey .............. 56
Table 7. Correlation table; dependent variable – employee work engagement .......... 66
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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List of figures
Figure 1. Theoretical model of employee work engagement, antecedents and
outcomes included. .................................................................................................................. 46
Figure 2. Theoretical model of employee work engagement, antecedents included. .. 47
Figure 3. Means of job characteristics in BGS LT and BGS PL. N=40 ...................... 59
Figure 4. Means of perceived organizational support (POS) in BGS LT, BGS PL. .... 60
Figure 5. Means of perceived supervisor support (PSS) in BGS LT and BGS PL. ..... 60
Figure 6. Means of rewards and recognition (R&R) in BGS LT and BGS PL. .......... 62
Figure 7. Means of employee work engagement and its dimensions – vigor,
dedication, and absorption – in BGS LT and BGS PL. ............................................................ 64
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Introduction
Globalization has developed a more competitive environment for organizations (Choo,
Mat & Al-Omari, 2013). Companies seek for new methods and theories that could be applied
to their organizations, in order to gain competitive advantage. Employee work engagement
received a lot of attention in the last decade (Choo, Mat & Al-Omari, 2012), in both,
academic works and practical studies. It is a human resource management concept, first
conceptualized by Kahn (1990). Employee work engagement is claimed to be a strong
competitive advantage, influencing organizational effectiveness, innovation and success
(Welch, 2011). Employee work engagement defines the level of energy, enthusiasm, and
engrossment, experienced by an employee in one’s work role (Macey & Schneider, 2008;
Slåtten & Mehmetoglu, 2011; Schaufeli, Salanova, González-Romá, & Bakker, 2002).
Though the concept of employee work engagement is an important human resources
aspect, not all organizations rush to implement appropriate solutions to increase it. Lithuanian
companies, as well as their subsidiaries, are only beginning to get acquainted with the
concept of employee work engagement. A company group “Baltic Ground Services” has been
studied for this paper, or more precisely: a parental Lithuanian company, UAB Baltic Ground
Services (abbreviated BGS LT), and its Polish subsidiary, Baltic Ground Services Sp. z o.o.
(abbreviated BGS PL). Though companies have a so-called protocol of defined human
resource processes, executed within the organization – they lack an in depth analysis of their
employee engagement. Furthermore, besides the different measures companies employ, in
order to create a positive work environment, they believe that a more thorough approach
would be needed. Therefore, it is important to analyze the significance of employee work
engagement to the organization, and to reveal the key factors for improvement.
The problem analyzed in this bachelor thesis – How to improve employee work
engagement in UAB Baltic Ground Services and Baltic Ground Services Sp. z o.o.?
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Aim of this bachelor thesis is to analyze current level of employee work engagement
in UAB Baltic Ground Services and Baltic Ground Services Sp. z o.o. and provide solutions
on its improvement.
The objectives of this bachelor thesis are the following:
1. To analyze the internal situation and the external environment of BGS LT and BGS
PL, and to reveal the importance of employee work engagement to an organization
through theoretical aspect.
2. To perform an empirical research, in order to measure the level of employee work
engagement in BGS LT and BGS PL.
3. To provide recommendations on the improvement of employee work engagement in
BGS LT and BGS PL.
In order to reach the aim and to accomplish the objectives of this bachelor thesis, the
analysis of appropriate literature was conducted. The quantitative research method was
chosen, in order to evaluate the level of employee work engagement in BGS LT and BGS PL.
Organizations are increasingly interested in employee engagement, as it is proven to
be positively related to employee work-related well-being and job performance. (Bakker,
Schaufeli, Leiter, Taris, 2008) As human resources are the crucial element of any
organization and its success, companies are investing more effort into finding the key factors,
which influence the employee performance. According to Bakker et al. (2008), work
engagement is a reason for better job performance, as it provides employees with positive
emotions, better psychological and physical health. Therefore, the results gathered from the
literature review and the empirical research will be relevant to the companies of “Baltic
Ground Services”, in order for them to understand the importance of work engagement and to
improve it amongst their employees.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
The structure of this bachelor thesis is divided into three parts. The first part,
analysis of situation, is divided into three sections – external environment analysis of the
companies, internal situation analysis of BGS LT and BGS PL, and theoretical foundation of
the problem. External environment analysis consists of a detailed description of the
companies, PESTEL analysis of both, Lithuanian and Polish markets, main competitors in
both markets and SWOT analysis. Internal situation analysis contains an analysis of an
organizational structure and human resources management peculiarities. The theoretical
foundation reveals the significance of employee work engagement in an organization and
analyzes the antecedents, which influence employee engagement, as well as, the outcomes.
The second part of this bachelor thesis is the empirical research, which is conducted in order
to measure the level of employee work engagement in BGS LT and BGS PL. The relation
between employee work engagement and the antecedents is revealed. The process and the
results of the empirical research will be discussed in detail. Further, the managerial solutions
will be suggested to the companies, in order to improve the level of employee work
engagement, based on the theoretical foundation and the empirical research conducted.
9
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Analysis of Situation
The purpose of situation analysis is to determine and evaluate the current situation of
the company. Firstly, the general information about AB Avia Solutions Group (abbreviated
ASG) will be overviewed, as “Baltic Ground Services” is a direct subsidiary, and they are
highly interdependent. Secondly, general information, such as the main activities of “Baltic
Ground Services”, geographical coverage, current financial situation, future development
plans, organizational structure, their mission, goals and values, will be given to set an overall
understanding of the company.
To start with the description of ASG, it is a group of companies globally providing
aviation business solutions for aircraft owners and operators with its headquarters in Vilnius,
Lithuania. It is the first Lithuanian company to be listed on the Warsaw Stock Exchange
(WSE). The overall services that the company group provides include MRO (Maintenance,
Repair and Overhaul) and supply chain, crew training, aviation staff leasing, ground handling
and aircraft fuelling, aircraft management and business charter services (Avia Solutions
Group AB, 2014a). The group operates across Europe, the CIS (Commonwealth of
Independent States) and Asia-Pacific regions through the subsidiaries. Its representative
offices are located in Lithuania, Poland, Italy, the United Kingdom, Russia and Malaysia
(Avia Solutions Group AB, 2014a). The product or service groups, which each company
provides, divide the corporate structure of ASG.
ASG acquired UAB Baltic Ground Services (abbreviated BGS LT), which is a limited
liability company, in October 2008. Its headquarters are in Vilnius, Lithuania. Company
group “Baltic Ground Services” operates in Lithuanian, Polish and Italian airports. It has 20
years of experience and a highly qualified team of professionals. The main activity fields
covered by “Baltic Ground Services” are:
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Passenger handling includes services like: check-in and boarding passengers, ground
transportation, charter passengers, lost and found, ticketing;

Aircraft handling includes services like: marshalling, ASU services (e.g. lavatory,
water supply, de-icing, etc.), baggage handling, GPU (ground support equipment),
aircraft cabin and exterior cleaning, cabin heating, aircraft moving (aircraft towing,
pushback);

Fuelling;

Catering delivery;

Airport terminal engineering;

Hazardous freight.
BGS LT is based in Vilnius International Airport, which is Lithuania’s busiest airport,
and Palanga International Airport. Baltic Ground Services Sp. z.o.o. (abbreviated BGS PL), a
limited liability company, was established in 2010 as a direct Polish subsidiary of BGS LT
(Avia Solutions Group AB, PricewaterhouseCoopers UAB, 2014). It provides ground
handling services at Warsaw Chopin Airport, which is Poland’s busiest airport, handling
almost 50% of the country's air passenger traffic (Warsaw Frederic Chopin Airport, 2015).
BGS PL also provides into-plane fuelling services in the second and third busiest Poland’s
airports - John Paul II International Airport Kraków - Balice Ltd and Katowice International
Airport, respectively (Baltic Ground Services, n.d.a). As BGS PL additionally operates a
license for ground handling at other three airports in Poland: Wroclaw, Gdansk and Poznan –
the further development is planned in this direction (Baltic Ground Services, n.d.a).
Another direct subsidiary of BGS LT was established in winter of 2010, in Italy.
Baltic Ground Services s.r.l. is a provider of ground handling services only. It is based in
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Lamezia Terme Airport, which is the most important Calabrian airport (Baltic Ground
Services, n.d.a)
Financial Performance of “Baltic Ground Services”
The second largest segment of ASG is Ground Handling and Fuelling. Therefore,
“Baltic Ground Services” plays an important part in financial performance of ASG.
It is important to note that due to financial confidentiality of “Baltic Ground Services”,
the company group presented a proportion of 40/60, by which there is a possibility to count
approximate annual revenues of both Lithuanian and Polish subsidiaries of “Baltic Ground
Services”. As suggested, 40% of sales to external customers are accounted to Polish
subsidiary BGS PL and 60% of sales are accounted to Lithuanian BGS LT. The annual
revenues of Italian subsidiary, Baltic Ground Services s.r.l., make less than 1% of overall
segment, thus the CFO of ASG suggested not taking it into account. The annual revenues are
used in this report to show the annual growth of the companies, and to make the assumptions
of overall performance. Moreover, the financial performance overlaps with human resource
practices, and predicts the human resource capabilities of the company. The total annual
revenues from sales to external customers in a segment of Aircraft Ground Handling and
Fuelling are presented in Table 1.
Table 1
Annual Revenues from sales to external customers in a segment of Aircraft Ground
Handling and Fuelling
Year
2009
2010
2011
2012
2013
Annual Revenue
EUR, Millions
3,134
16,688
30,372
63,250
59,768
Annual Growth
N/A
432.5%
82%
108.3%
(5.5%)
(All tabular amounts are in EUR ‘000)
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Note. Created by author, according to Avia Solutions Group AB, PricewaterhouseCoopers
UAB, Independent Auditor’s Report For the Year Ended 31 December 2010/2011/2012/2013.
Analysing Table 1, the reason for a rapid growth of Aircraft Ground Handling and
Fuelling segment revenues in 2010 (increase of 432.4%) was mainly the Jet A-1 fuel sales to
airlines in Vilnius International Airport (Avia Solutions Group AB, 2011). In 2012 the
significant growth of 108.3% was driven by appearance of new ground handling and aircraft
fuelling contracts with airlines in Vilnius, Warsaw, Krakow and Katowice International
Airports (Avia Solutions Group AB, 2014b). Revenues from sales to external customers
decreased by EUR 3,482 million (decrease of 5.5%) and amounted to EUR 59,768 million in
2013. The decrease was caused by fallen aircraft fuel contracts in Poland (Avia Solutions
Group AB, 2014b).
The annual revenues from sales to external customers of BGS PL (presented in Table
2) are retrieved using a proportion 40/60. 40% of Aircraft Ground Handling and Fuelling
sales, presented in Table 1, are accounted to the Polish subsidiary. As BGS PL was
established in 2010, the financial data is given in a period of 2010-2013.
Table 2
Annual Revenues from sales to external customers of BGS PL
Annual Revenue
Year
2010
2011
2012
2013
EUR, Millions
6,675
12,149
25,300
23,907
Annual Growth
N/A
82%
108.2%
(5.5%)
(All tabular amounts are in EUR ‘000)
Note. Craeted by author, according to Avia Solutions Group AB, PricewaterhouseCoopers
UAB, Independent Auditor’s Report For the Year Ended 31 December 2010/2011/2012/2013.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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Future Expansion of “Baltic Ground Services”
One of the ASG companies – Ramport Aero OAO – has recently engaged in the
development of the Moscow’s fourth airport – Ramenskoye International (Ramport Aero
OAO, n.d.). It has presented “Baltic Ground Services” company group with new expansion
opportunities. Based on a press release published in “verslozinios.lt” on 11th of September
2014, and on internal information of ASG, the executive board of the company group decided
to offer additional shares emission after the extraordinary shareholder’s meeting on 24th of
September 2014. According to the sources, after the successful redemption of newly issued
shares, the company group would attract around EUR 14,94 Million. The received funds
would be invested into the development of projects in Europe and Asia, for example, airport
Ramenskoye International (verslozinios.lt, 2014). The main investments to “Baltic Ground
Services” would be through the purchase of new equipment and the establishment of ground
handling services base in Ramenskoye International. It is expected to be a successful starting
point for “Baltic Ground Services” company group, entering a new market.
External Environment Analysis of “Baltic Ground Services”
Macro environment analysis. To further study the companies and their macro
environment, I will use PESTEL (political, economic, social, technological, environmental,
legal factors) analysis, which will give a more clear understanding of the factors that may
affect the companies. Some of the most important indicators of macro environment are tax
policies, trading agreements, governmental attitudes and approaches towards foreign business,
demographic forecasts, and environmental policies.
PESTEL analysis. Political factors. The political environment of the country has
significant influence on business structure, company strategy and human resource
management. First, political factors of Lithuanian market will be presented.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT

15
After the fall of Soviet Union, Lithuania consolidated democratic governance.
Furthermore, it is a member of European Union. Therefore, it is an attractive political
environment for businesses.

The level of corruption in Lithuania is an obstacle to businesses. Layered bureaucratic
system slows down country’s economy and complicates legal and administrative
business processes. According to Transparency International’s 2013 Corruption
Perceptions Index, Lithuania ranked 43rd out of 177 countries. Moreover, it scored 57
out of 100 – a score of 0 meaning “highly corrupt” and a score of 100 meaning “very
clean” (Transparency International, 2014c). Furthermore, Lithuania showed a stable
decrease in corruption in a period of 2012-2013 (the change in Corruption Perception
Index is shown in Appendix A).

Foreign direct investment inflows have shrunk since 2008 – from EUR 1,342.4
million in 2008 to EUR 400 million in 2013 (Euromonitor International, 2014b).
The political factors of Poland are as followed:

The stable democracy in Poland, which was reached after the fall of communism,
offers a politically reliable environment to businesses.

The level of corruption in Poland’s political and bureaucratic system is an obstacle to
foreign investment and businesses. According to Transparency International’s 2013
Corruption Perceptions Index, Poland ranked 38th out of 177 countries. More
specifically it scored 60 out of 100 – a score of 0 meaning “highly corrupt” and a
score of 100 meaning “very clean” (Transparency International, 2014a). There has
been a stable decrease of corruption in Poland through years 2008-2013 (the change
in Corruption Perception Index is shown in Appendix B).
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT

16
Due to a formed monopoly of fuel supply in Warsaw airport, which resulted in low
cost transparency of fuel facilities and services, the price of jet fuel in 2012 was
amongst the highest in Europe (International Air Transport Association (IATA), 2012).

According to Piotr Bogumil (2014), Poland mainly experiences foreign direct
investment in manufacturing and business services. Compared to its peers in Central
and Eastern Europe (CEE), Poland receives a higher share of foreign direct
investment due to geographical proximity to the investors in Western Europe, a small
growth of labor costs, a flexible labor market, and relatively satisfying quality of labor
force (Bogumil, 2014).

According to European Commission (2014), “since the start of 2012 emissions from
all flights from, to and within the European Economic Area (EEA) - the 28 EU
Member States, plus Iceland, Liechtenstein and Norway - are included in the EU
Emission Trading System (EU ETS)”.
Both, Lithuanian and Polish markets present a reliable democratic environment for
business. On the other hand, high levels of corruption present certain obstacles in both,
Lithuanian and Polish markets. As an example, corruption encourages unfair advantages or
anti-competitive practices between businesses, which could, to a certain extent, result in one
of the competitors overpowering “Baltic Ground Services”. A formed monopoly of fuel
supply in Warsaw airport could be an example. It is also worth mentioning that foreign direct
investment has an indirect effect on the overall labour market of the host country – through
creating better-paid jobs than local businesses (The Organisation for Economic Co-operation
and Development (OECD), 2008). Following an example of international firms, job
conditions may be improved (e.g. higher wages) in local companies, as a consequence of the
positive wage effect (OECD, 2008). This may negatively affect the company expenses, in
case of a long-term increase of foreign direct investment in the country. Lastly, EU Emission
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
17
Trading System could be relatively harmful to “Baltic Ground Services”. As restrictions were
implemented on the quantity of emissions produced from all flights in European Economic
Area, it can be assumed that a part of airlines would control the number of their flights, or
even reduce if needed. As “Baltic Ground Services” is a company, providing ground handling
and fuelling services, it would be primarily affected by the change in the number of flights.
Economic factors. The economic factors of macro environment define the market
attractiveness, and the way in which a company operates and makes decision. The economic
factors of Lithuanian market are presented below:

The recovering labour market is stimulating the growth of domestic demand, as the
wages increase (Lietuvos Bankas, 2014).

Trade restrictions with Russia, implemented in August 2014, will negatively influence
the growth of Lithuanian economy. It is expected that the growth of Lithuania’s real
GDP will decrease by 0.4 per cent in 2014 (Lietuvos Bankas, 2014).

The unemployment rate in Lithuania has almost doubled since 2008 – from 5.8 % of
economically active population in 2008 to 11.8% in 2013. Though it is important to
mention, that there has been a stable decrease in unemployment rate since 2010
(Euromonitor International, 2014a).
The economic factors of Polish market are as followed:

Poland revealed its resiliency in the financial crisis. It showed growth at an average
rate of 3.38% in 2008-2009 (MarketLine, 2014). Poland showed economic growth at
an average rate of 2.99% in a period of 2010-2013 (MarketLine, 2014).

According to the United Nations Conference on Trade and Development (UNCTAD)
World Investment Report 2013, Poland was positioned as a 14th transnational
corporations’ top prospective host economy 2013-2015 (MarketLine, 2014).
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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18
Poland suffers from a relatively high unemployment rate – it reached 10.3% of
economically active population in 2013, the highest unemployment rate in a period of
2008-2013 (Euromonitor International, 2014a).

As Polish aviation sector is not as mature as in other markets of Western Europe, it
has great potential to grow. In 2012, Poland reached a total of 0.6 air passenger per
inhabitant, compared to France and Germany, 2.1 passenger per inhabitant and 2.2
pass./inhabitant, respectively (Eurostat, 2014).
A relatively high unemployment rate has a negative effect on the economy of a certain
region. In a long run, unemployment could lead to a slowdown in growth of the economy,
which would affect each business, operating in a certain market. As Polish aviation sector is
rather immature and growing, it presents an opportunity for BGS PL to gain a stronger
position in this market.
Social factors. The socio-cultural factors represent the culture of society the company
is operating in. It gives a more detailed look toward essential demographic indicators. The
social factors of Lithuania are indicated below:

Population development is ranked by Human Development Index, which measures “a
long and healthy life, access to knowledge and a decent standard of living”. Lithuania
scored 0.810, which is classified as “very high”, and reached a 40th place out of 187
countries in 2011 (Transparency International, 2014d).

Lithuanian population has had a steady literacy rate of 99.8% since 2008
(Euromonitor International, 2014c).

As all developed countries, Lithuania faces a problem of an ageing population. The
mean age of Lithuanian population was 41.0 years in 2013 (Euromonitor International,
2014d).
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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The social factors of Polish market are presented below:

Poland scored 0.813 on Human Development Index, which is classified as “very
high”, and reached a 39th place out of 187 countries in 2011 (Transparency
International, 2014b).

Poland’s population is highly educated. The literacy rate in the country was 99.8% of
population aged 15 and higher in 2013 (Euromonitor International, 2014c).

As most Western European countries, due to lowering birth rates and an ageing
society, Poland also faces the demographic problems. It is expected that the
population of working age (15-64 years old) will decline by 17.9% in a period of
2010-2060 (MarketLine, 2014).

Polish society tends to show more ethnocentric tendencies among consumer
preferences (Smyczek & Glowik, 2011).
Both, Lithuania and Poland scored “very high” on Human Development Index, which
shows a developed and healthy society. Further, both countries show great literacy rate. This
entitles each business to more qualified workforce. On the other hand, qualified workforce
may require a specific set of work conditions, which may lead to excess expenses for the
company. It is worth mentioning that an ageing society may be a burden for “Baltic Ground
Services” in a long run, as certain positions in the company are seasonal, and require younger
staff (e.g. loaders, check-in agents). It is important to note that Polish consumers being more
ethnocentric may prefer a local employer to an international company.
Technological factors. The technological development of a country shows its position
in global market, the advancement of society, governmental spending on research and
development. One of the technological factors of Lithuanian market is as followed:
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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20
Lithuania has five Integrated Research, Studies and Business Centres, which focus on
establishing and developing a new environment for cooperation of competitive
sciences, high technology and business. So-called valleys are Santara, Sunrise,
Santaka, Nemunas and Maritime Valleys.

Lithuanian governmental investment in Research and Development (R&D) was only
0.9% of GDP in 2013, compared to European Union average of 2.1% (Euromonitor
International, 2014e).
The technological factors of Poland are presented below:

As Poland has a well-developed Information and Communications Technology
market, it is ranked 54th among 148 countries in the Networked Readiness Index 2014
(World Economic Forum, 2014). The Polish IT market is considered to be rapidly
growing, compared to the region (MarketLine, 2014).

Poland is ranked as a “Modest innovator”, as indicated in Innovation Union
Scoreboard 2014 (MarketLine, 2014, p.36).

Polish governmental investment in Research and Development (R&D) was only 0.9%
of GDP in 2013, compared to European Union average of 2.1% (Euromonitor
International, 2014e).
Both, Lithuania and Poland present a suitable environment for innovation for “Baltic
Ground Services” (e.g. in fields of IT, high technology). It is important to mention that, as
BGS LT and BGS PL have financial support from their parental company ASG, investment in
research and development (R&D) usually comes from within the company.
Environmental factors. Aviation industry may be influenced by climate. The
environmental factors of Lithuanian and Polish markets are presented below.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
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21
The climate of Lithuania is referred to as mild, with relatively warm, wet summers
and severe winters. Therefore, ground-handling agents have to be prepared for
changing weather, and provide the needed equipment (e.g. snow confuses the
processes of ground handling, thus all the vehicles have to be highly equipped to
avoid accidents).

The climate of Poland can be described as temperate, with cold, severe winters and
mild summers with rains. Due to these factors, aircraft ground-handling companies
have to be prepared for various elements of nature – the equipment has to be adapted
to cold or humid weather (e.g. passenger stairs may have a heating system for colder
time of a year, or they may be protected with a cover from rain).
Both, BGS LT and BGS PL have to take extra precautions while maintaining the
equipment needed for ground handling, fuelling, as climate conditions may cause accidents.
Therefore, additional expenses are invested in the quality of the equipment, and the training
of staff.
Legal factors. The legal environment of a country defines how a company operates
and its costs related to legal regulations. Legal environment of the Lithuanian market can be
characterized as followed:

In 1996, European Union passed a council directive indicating, that any groundhandling company, registered in EU, has the freedom to provide its services in any of
the airports in EU (The Council of the European Union, 1996). This directive gives
both, the freedom for the companies to expand internationally and a higher
competition for local ground handling agents.

Employee social security costs take up to 30.98% for an employer (Sodra, 2014).
Polish market can be characterized by such legal factors:
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT

22
In order to perform ground handling services and to operate in the airports of Poland,
it is necessary to get permission, an issued licence, from the The Polish Civil Aviation
Office (Urzędu Lotnictwa Cywilnego). As it was mentioned earlier in the paper, high
corruption rates in Poland may slow some legal or administrative processes, including
the issue of a new license.

Employee social security costs take up to 42% for an employer (European
Commission, 2013).
High social security costs for an employer is a major disadvantage, when choosing a
new market to enter. Though BGS LT is a well-established company in Lithuania, BGS PL is
still trying to gain a stronger position in Polish market. High social security costs may lead to
search of less qualified workforce, in order to decrease their costs.
After completing the macro environment analysis of the markets, it is visible that all
environmental factors may influence the companies, operating in Lithuania or entering Polish
market. On the other hand, political and economic factors may be identified as the most
important to the companies, and social factors – as highly significant elements of human
resource management.
Competitors. There is only one main competitor in Ground Handling segment in
Lithuania – UAB Litcargus. It is a local Lithuanian company, founded in 1993, providing
passenger and aircraft ground handling services. Initially, the company started its operations
in Vilnius International Airport, and expanded to Kaunas International Airport in 2004. In
2011, UAB Litcargus decided to expand internationally, and chose Polish market, under the
name “CEAS – Central European Airport Services. UAB Litcargus main objectives are:
security, safety and professional, qualified staff (UAB Litcargus, 2014). Concerning human
resource management, no official data was found, but comments in such portals, as
http://www.skundailt.com/, give the impression of a company, which does not value its
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
23
employees. Most of the records indicate that wages do not correspond to the workload.
Moreover, psychological pressure and stressful work environment are mentioned.
There are few competitors working in Aircraft Ground Handling segment in Poland,
both local and international.
“LS Airport Services SA” is a government-owned company, which offers a wide
range of ground handling services (passenger, private, business, military), except catering and
fuelling, for more than 40 airlines, both passenger and cargo. “LS Airport Services SA”
operates in four international airports of Poland - Warsaw, Krakow, Modlin and Gdansk
(Ministry of Treasury of the Republic of Poland, 2014).
“Welcome Airport Services” offers passenger and aircraft handling services for
carriers and airports in the airports of Warsaw, Gdansk, Katowice, Krakow, Poznan, Szczecin
and Rzeszow (WELCOME Airport Services Sp. z o.o., n.d.).
It can be assumed that Polish consumers being more ethnocentric may prefer a
national employer – a government-owned company (LS Airport Services SA) or a local
business (Welcome Airport Services) – to an international company. According to the study
by Smyczek and Glowik (2011), Polish consumer ethnocentrism has formed due to an
unhealthy state of the economy (economic crisis), rather than emotional or moral beliefs.
Therefore, it can be assumed that ethnocentrism encourages Polish to support local
businesses, and as a consequence, preserve the local labor market (Smyczek & Glowik, 2011,
p.112).
“Swissport Poland” Sp. z o.o. belongs to an international company “Swissport
Ground Handling” and an international corporation “Swissport International Ltd.”. The
Polish subsidiary provides handling services – more specifically, Airport Ticketing Sales
Desk, Station Representation and Supervision and Cargo reservation (Swissport International
Ltd., n.d.). “Swissport Poland”, being a part of an international corporation presents a
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
24
different approach towards its employees and human resource management. As an example,
one of the three core values of Swissport is people – “People make the difference in our
business” (Swissport International Ltd, n.d.). It indicates that the company values its
employees and have faith in their professionalism, as well as, dedication. Further, “Swissport
International Ltd” being a multinational corporation, operating in 45 countries, is assumed to
have very strongly developed human resource processes, implemented in all of the
subsidiaries. Well-developed human resource management processes are an advantage to any
employee, as an employee knows one’s goals and tasks, trusts in the performance evaluation
process.
Internal Situation Analysis of “Baltic Ground Services”
UAB Baltic Ground Services human resource management. Currently, BGS LT
has 260 employees, BGS PL – 100 employees, and Baltic Ground Services IT s.r.l. – 40
employees (Baltic Ground Services, n.d.a). The organizational structure of “Baltic Ground
Services” subsidiaries is very similar to one of ASG, as companies of the group tend to
undertake the same structural model – in this case, vertical organizational structure. The CEO
of the company gives the general commands to the heads of each department, who later
allocate the tasks to their subordinates.
Organizational structure of UAB Baltic Ground Services. BGS LT divides their
Ground Handling department into Passenger Services, Ramp Services, Fuel Supply, which
are then distributed into even smaller so called Groups, responsible for each specific area (as
shown in Appendix C).
The Personnel and Administration department consists of three employees – head of
Personnel Department, Office administrator and Personnel manager. This department is fully
responsible for staff selection, recruitment processes, and introduction of new employees to
the work and the company, employee performance monitoring, assessment of employee
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
25
satisfaction, training of employees, career planning, and motivation of employees. The
Personnel Department has defined all of the needed human resource management processes
and prepared the instructions for implementation of those processes – the further presented
information about human resource management processes is drawn from the “Human
Resource Management” protocol (“Personalo valdymas”) of BGS LT.
The employees of Personnel Department are accountable for human resource
management procedures. In case of the update of the procedures, an employee is responsible
for cooperation with respective departments of the company. It is indicated that subsidiaries
of BGS LT are entitled to adapt the defined human resource management procedures
according to the peculiarities of their company and market.
Human resource planning. The head of Personnel department is responsible for
setting and planning the employee demand. The expansion of the company and business
plans of existing clients (such as, planned seasonal flights) is the main indicators of employee
demand. The head of each department assesses the possible workload, according to these
indicators. Later, employee demand is discussed during strategic company meetings with the
employees of Personnel department, and if the demand for new employees is confirmed – the
head of each department submits the need in writing to the CEO. After the approval of CEO,
the head of Personnel department organizes the recruitment process.
Candidate selection process. When a vacant position appears in the company, firstly
company employees are assessed as possible candidates. If any of the employees matches the
requirements for the position, he or she is invited for an interview for the vacant position. In
case of no possible candidates inside the company, the employees of Personnel department
review the internal CV database, prepare a job ad, and spread it through different
communication means (CV portals, magazines, recruitment agencies). After the CVs of
possible candidates are received, they are assessed according to the job requirements; the best
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
26
are chosen and invited to an interview. The head of a respective department and the head of
Personnel department, both attend an interview. BGS LT has a prepared form for assessment
of candidate’s professional experience, abilities, features, etc. After consideration of all
candidates’ suitability for the position – the head of a department and the head of Personnel
department choose one candidate collegially. In case of a higher demand for employees,
when 5 or more new employees are introduced to the company, short time frames are set. For
example, planning and organization of new employee training, testing of their newly acquired
skills, assessment of the results has to be executed in no longer than four weeks.
Employee orientation and training. After a person is employed, the following
procedures have to be executed: work contract has to be prepared and a probation period set;
needed authorizations have to be granted; employee information has to be entered into
internal employee database; an employee file has to be formed; a new employee has to be
acquainted with all necessary job safety documents and instructions. As BGS LT is in the
territory of Vilnius International Airport, a highly restricted area, an impeccable reputation
check has to be performed on new employees, which is defined step by step in the
instructions of human resource management processes.
During the first steps of employee company orientation, he or she is acquainted with
company mission, values and goals, organizational structure, services a company provides
and its clients. The orientation process of new employees is usually held by the employees of
Personnel department who give a brief introductory presentation about the company group
ASG, the peculiarities of ground and passenger handling business, rules of the workplace.
The prepared power point presentation is usually invoked. Further, the appointed employee of
a respective department introduces a new hire to his job tasks and goals.
As BGS LT is in a specific business field – ground-handling services – all employees
have to be trained for general knowledge of the field, certain tasks, and situations. If an
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
27
employee is willing to raise his qualification, his knowledge, abilities and skills are tested
according to “Employee Training Procedures”. The results of the tests are kept in an
employee file, in order to track employee growth and development.
Annual employee evaluation and career planning. Annual management and
specialist evaluation procedure is also defined in the instructions. The annual evaluation takes
place from 1st of February till 1st of April. Firstly, an assessed employee fills a prepared
questionnaire – an individual evaluation of his work (results, goals met, difficulties, etc.).
Secondly, the head of a department or a CEO supplements the same questionnaire, evaluating
employee performance. Annual evaluation procedure is completed by annual interview,
carried out by the head of Personnel department and the head of respective department. Main
points covered are: professional achievement and growth of an employee, individual and
department goals for an upcoming year, employee’s perception of the company and ways to
improve, employee expectations. BGS LT uses a system of KPIs to set goals and assess
employee performance annually. Such structured system helps both, to evaluate an employee
and to notice the areas employee needs to improve. Therefore, it is easier for the company to
suggest respective training for continuous employee growth. Possible training programs are
either offered by the head of Personnel department or by employee initiative in a period of
annual employee evaluation. The training procedure for an upcoming year is set after the
final employee evaluation.
As mentioned before, any vacant positions are firstly offered to company employees,
in order to encourage them to pursue a career inside the company. Due to methodical
collection of employee information (performance, trainings, expectations), it is easier for the
head of Personnel department to find a suitable position for an employee.
As mentioned by the head of Personnel Department of BGS LT, Laura Buitkuvienė,
one of the company aims is to create favourable conditions for the emergence and
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
28
development of employee creativity and self-realization. One of the latest implementations to
the workplace was a “suggestion board”, where any employee could offer an idea, related to
one’s work or the well being of the company. This new tool may present employees with
more freedom to express their ideas, and let them feel important to the organization. However,
the head of Personnel department mentioned the lack of employee interest in this new
opportunity. It is thought that employees may lack the enthusiasm to think of new ideas or to
be the part of the change.
Mission, vision and values. “Baltic Ground Services” company group, no matter
where the subsidiary is, pursue a defined mission, vision and a set of values. “Baltic Ground
Services” company group mission is to “provide reliable ground services for safe and timely
air travel” (Baltic Ground Services, n.d.b). The vision is “to become one of the leading
region‘s integrated ground handling providers, known for its quality, reliability and
innovative solutions” (Baltic Ground Services, n.d.b). “Baltic Ground Services” follow a set
of values: professionalism, cooperation, growth, and ownership (Baltic Ground Services,
n.d.b). An employee is emphasized in the set of values: a successful and dynamic company
can only be created through professionalism and competency of its employees, teamwork,
trust and respect, and taking care of employees.
BGS LT is creating a positive image of their company and internal work environment.
In 2013, BGS LT and its staff won a contest “I love my company” (“Aš myliu savo įmonę”).
The aim of the contest was to identify and reward the companies that are most loved by their
staff. Furthermore, this contest fulfilled the need to inform the society of the companies,
which take employee expectations into account, and have positive working environment.
Baltic Ground Services Sp. z o.o. human resource management. As mentioned
earlier, “Baltic Ground Services” pursue a certain set of values, which is passed on to other
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
29
subsidiaries. Human resource management processes are also implemented to other
subsidiaries, following the well-established practice of BGS LT.
Organizational structure of Baltic Ground Services Sp. z o.o. As mentioned before,
BGS PL employs 100 people in total. Currently, the CEO manages all the administrative units
and the COO is responsible for all the technical departments. All these departments are then
divided into smaller divisions, responsible for specific areas (as shown in Appendix D). This
organizational order shows great centralization of decisions and clear distribution of specific
areas or tasks between employees.
Human resource processes. As BGS PL follows the same instructions of human
resource processes as BGS LT, the order of any procedures, concerning employees, are the
same. It is worth mentioning, that the Polish subsidiary employs only eight administration
employees. It should ease the human resource management decision problems, which tend to
occur with higher number of administrative layers – or hierarchical order of decision
processes. On the other hand, a more extensive workload per administration employee can
occur.
The head of Personnel department of BGS PL, Katarzyna Postek, shared that the
turnover rate of employees reduced to 27% this year, compared to over 50% last year. In
order to form a strong company and a pleasant work environment, problematic managers and
employees have to be eliminated. Furthermore, winter season determines staff reduction –
especially in the positions of loaders and check-in agents. Due to a higher number of season
flights during summer, an additional workforce is required.
Katarzyna Postek shared additional information, regarding employee evaluation.
Besides the defined procedure of employee evaluation, which mainly takes the fulfilment of
determined KPIs into account – employee commitment to the company and one’s work, as
well as, personal growth are important for the evaluation process.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
30
The head of Polish Personnel department shared her personal impression of employee
work engagement in BGS PL. In her opinion, the employee work engagement has increased
since last year. The reasons stated are: elimination of weak, problematic employees and
managers, and constant communication between management and employees. Mostly e-mails
are used for the spread of information between the employees, but face-to-face meetings are
considered more beneficial – the information moves faster, a more efficient approach can be
used for problem solving, a stronger relationship forms between employees. Katarzyna
Postek mentioned that BGS PL is planning on establishing a stronger position in Polish
market, which may be a reason for even higher employee work engagement. Great effort has
been put into the improvement of work environment and employee well being, therefore fully
engaged employees is an aspiration.
It is worth mentioning that both, BGS LT and BGS PL have implemented annual
satisfaction survey. Though the heads of Personnel departments were unwilling to share any
insights, the implementation of satisfaction surveys itself shows company effort to change for
the better of their employees. The company is eager to exercise all means to create a
successful company – reach great working environment and high levels of employee
engagement.
SWOT Analysis
The aim of the SWOT analysis is to define the strengths, weaknesses, opportunities
and threats of BGS LT and BGS PL. Separate SWOT analysis for both of the companies are
presented in Tables 3 and 4.
To start with strengths, well-defined and developed human resource management
processes (as seen in Table 3 and 4) provide the companies with clear instructions of
employee selection, orientation, evaluation and training; and create a mutual trust between
employees and their employer.
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31
Table 3
SWOT analysis of BGS LT
-
-
-
Strengths
Defined and developed human
resource management processes;
Perceived positive work environment;
The main competitor – a poorly
perceived company by former
employees
Investment and support from the
parental company (opportunity for
innovation)
Opportunities
Low competition in the field;
Recovering labour market of
Lithuania;
The international expansion of the
company
-
-
-
-
-
Weaknesses
A constant turnover of employees in
certain positions, due to the volatility
of the ground handling business
(seasonal flights);
Narrower geographical airport
coverage in Lithuania, compared to
main competitor (a competitor may
be viewed as a better employer)
Employee engagement could be
improved
Threats
The peculiarities of ground handling
business field, which limit the range
of suitable candidates;
Low competitive differentiation
between ground handling companies
in Lithuania
As BGS LT has only one main competitor, a poor reputation of the competitor as an
employer benefits BGS LT. Low range of possible employees and low competitive
differentiation between ground handling companies – through job peculiarities, skills needed,
the pace of work – leaves little space for a company to stand out in the market. On the other
hand, high investment opportunities from the parental company ASG may be a competitive
advantage. As it was mentioned before in the paper, financial capabilities of the company
define human resource management practices Therefore investment may lead to innovative,
caring, positive work environment. As mentioned earlier in the text, BGS LT is planning an
expansion to Russian market, by establishing a ground handling services base in Ramenskoye
International. This may present employees with new international career opportunities.
Despite, all the strengths and opportunities, the level of employee engagement could be
improved. Information discussed in this section is based on Table 3.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
32
Table 4
SWOT analysis of BGS PL
-
Strengths
Defined and developed human
resource management processes
A decreasing employee turnover
Strong communication between
employees and management
Investment and support from the
parental company BGS LT
-
-
-
-
-
Opportunities
Wider international experience of the
company (seen as an opportunity for
employees; trust from employees)
A potential to grow and develop in
Polish market
Economic growth of Poland
-
-
Weaknesses
A constant turnover of employees in
certain positions, due to the volatility
of the ground handling business
(seasonal flights)
Lack of geographical airport coverage
of ground handling segment in Poland
(competitors may be viewed as better
employers)
Employee engagement could be
improved
Threats
Ethnocentrism of Polish nationals
(Polish companies may be perceived
as a better employer)
Strong local and international
competitors in ground handling
segment
To continue with Table 4, BGS PL showed a decreasing employee turnover, which
signals a stabilizing work environment in the company. On the other hand, there is a constant
level of turnover in particular positions, which require seasonal work. BGS PL is planning to
expand and strengthen its position in Polish market, therefore it may encourage employees to
perceive the company positively, as well as, attract new promising specialists. As “Baltic
Ground Services” has international experience and is willing to expand in the future, it may
be considered a promising employer, with international career opportunities. On the contrary,
one of the highest threats of BGS PL is a very strong competition in Polish market. As a
possible employee is entitled to choose from different governmental, national or international
ground handling companies – the competition to attract specialists, to create a positive work
environment, and to increase employee engagement is a rather hard task.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
33
Theoretical Foundation of the Problem
After the examination of internal and external environments of BGS LT and BGS PL,
theoretical research was conducted.
Definition of employee engagement. Robinson et al. (2004) describes engagement as
“a two-way relationship between the organization and employee” (as cited in Musgrove,
Ellinger, A.E., & Ellinger, A.D., 2014, p. 158). In a general manner, engagement is related to
employees’ attitudes, intentions and behaviors toward work through their emotional
experiences and perceptions of their well being (May et al., 2004, as cited in Musgrove et al.,
2014). According to Macey & Schneider (2008), employee engagement is a desirable concept,
which “has an organizational purpose, and connotes involvement, commitment, passion,
enthusiasm, focused effort, and energy, so it has both attitudinal and behavioral components”
(p. 4). Though employee engagement is an important concept to any company, a lack of
compatibility between the realized importance of engagement and the existing level of it in
nowadays organizations is a prior concern (Shuck, Rocco, & Albornoz, 2011). Moreover,
according to Atwater and Brett (2006) (as cited in Xu & Thomas, 2011), employee
engagement contains such aspects, e.g. task and relationship, which can be positively
managed and controlled by leaders. Therefore, it is crucial to analyze the concept of
engagement, and its positive influence on employee and organizational outcomes.
After a careful study of academic research, it can be noted that many authors tend to
build their employee engagement models and ideas on the theory of Kahn (1990). Some
claim that Kahn was one of the first to develop the concept of employee engagement on the
basis of earlier works of Goffman (1961) (Slåtten & Mehmetoglu, 2011), Alderfer (1972),
Maslow (1954) and others. Drawing from Alderfer (1972) and Maslow (1954) (as cited in
Kahn, 1990), Kahn suggests that engagement defines employee need for “self-expression and
self-employment in their work lives” (p. 694). Kahn (1990), referring to other researchers,
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
34
further explains self-employed employees as involved, connected, mindful, feeling,
intrinsically motivated and investing effort into their work. Based on other researchers, Kahn
(1990) suggests that self-expression stimulates employee “creativity (Perkins, 1981), the use
of personal voice (Hirschman, 1970), emotional expression (Rafaeli & Sutton, 1987),
authenticity (Baxter, 1982), nondefensive communication (Cibb, 1961), playfulness (Kahn,
1989), and ethical behavior (Toffler, 1986)” (p. 700).
In his work, Kahn (1990) analyzes the level of psychological presence of employees
in their work and organizational role. More precisely, employees invest different degrees of
themselves, “physically, cognitively, and emotionally, in work role performances” (Kahn,
1990, p. 692). As further defined by human resource consulting firm Towers-Perrin (2003, as
cited in Macey & Schneider, 2008), employee engagement indicates a voluntary effort,
invested through time, mentality and energy. Effort is referred to as “giving it their all”
(Bernthal, 2004, as cited in Macey & Schneider, 2008, p. 14), and is expressed through
duration, intensity and direction (Macey & Schneider). Kahn (1990) defines engagement “as
the harnessing of organization members' selves to their work roles” (p. 694). Macey and
Schneider (2008) follow Kahn’s idea, and agree that engagement is self-involvement.
Moreover, Macey and Schneider (2008) emphasize that engagement cannot be entirely
explained by additional effort, which is doing more of the same. Therefore, engagement
provides employees with possibility to behave differently from less engaged, not simply do
more (Macey & Schneider, 2008).
It is suggested that engaged employees are “attentive and absorbed in the performance
of their roles” (Saks, 2006, p. 602), and exhibit an emotional attachment to their workplace
(Kahn, 1990). The behaviors, promoted by expression and employment of employee’s
“preferred self”, strengthens the connection between self and one’s role (Kahn, 1990).
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
35
Rich, Lepine and Crawford (2010) admit the uniqueness and importance of
engagement as a motivational notion. Employee engagement is not an instant, concrete state,
but rather a constant, continuing, “affective-motivational” state, which relates to different
variables, and is expressed physically, cognitively and emotionally (Agarwal, 2014, p. 107).
Ashforth and Humphrey (1995, as cited in Agarwal, 2014) give a more picturesque definition
of engagement, as the investment of “hands, head, and heart” (p. 107). It is important to
mention that specific, identifiable tasks and assignments, and organizational factors are
recognized as continuous elements, which constantly influence the engagement (Macey &
Schneider, 2008). Generally, engagement is a directly noticeable atypical behaviour in the
concept of work (Macey & Schneider, 2008).
There are other variations of the definition of employee engagement. Though the base
of engagemet research is drawn from Kahn’s works, the concept may be rephrased.
Engagement is also analyzed by burnout researchers, as a complete opposite or
“positive antithesis” of burnout (Maslach et al., 2001, as cited in Saks, 2006, p. 601).
Therefore, as indicated by González-Romá et al. (2006), the core aspects of engagement
(“vigor and dedication”) are complete opposites of burnout (“exhaustion and cynicism”) (as
cited in Saks, 2006, p. 601). Furthermore, according to Maslach and Leiter (1997) low levels
of exhaustion and cynicism, and high efficacy are the indicators of engagement (as cited in
Schaufeli et al., 2002). Zigarmi et al. (2009) reaffirm this statement by defining engagement
as an “energetic state of involvement with personally fulfilling activities to enhance one’s
sense of professional efficacy” (as cited in Musgrove et al., 2014, p. 154).
The concept of characterizing engagement by vigor, dedication, and absorption,
comes from the study of Schaufeli et al. (2002). This paper will concentrate on and study
Schaufeli’s et al. (2002) approach to employee engagement “as a positive, fulfilling, workrelated state of mind” (p. 74). Similarly to Schaufeli et al. (2002), Slåtten and Mehmetoglu
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
36
(2011) claim that engagement provides high levels of energy and enthusiasm to employees in
their job, which translates as a positive state of mind characterized by vigor, dedication, and
absorption. According to Menguc et al. (2012), engaged employees tend to experience
“happiness, excitement and the sheer joy” through their work (as cited in Musgrove et al.,
2014, p. 153). In their study, Slåtten and Mehmetoglu (2011) also indicated that engaged
employees tend to experience affirmative emotions, such as joy. As specified earlier, Kahn
(1990) suggests that engaged employees tend to attach and get involved into their work.
Schaufeli et al. (2002) support this idea by adding that engagement gives employees energy
and effectiveness in their work. As mentioned before, Agarwal (2014) also supports
Schaufeli’s et al. (2002), idea that engagement is “a more persistent and pervasive affectivecognitive state that is not focused on any particular object, event, individual, or behavior”
(p.74).
According to Schaufeli and Bakker (2010), both, researchers that follow Kahn’s
approach to employee work engagement and those, who study the concept of burnout, agree
that employee work engagement implies “a behavioural-energetic (vigor), an emotional
(dedication), and a cognitive (absorption) component” (p. 13).
Shuck et al. (2011) analyse employee engagement in a different light – through selfactualization. With reference to Kahn, 1990, employee engagement is paralleled to selfactualization through basic human needs of internal satisfaction and self-fulfilment (Shuck et
al., 2011). As noted by Maslow (1998, as cited in Shuck et al., 2011), employees strive to
reach the limit of their capabilities. Through exploitation of their full potential, employees
come to identify themselves with their work (Shuck et al., 2011).
Harter, Schmidt & Hayes (2002) defines employee engagement as “individual’s
involvement and satisfaction with as well as enthusiasm for work” (p. 269). Although it is
important to note that in academic research, employee engagement has been pictured as a
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
37
“distinct and unique” concept, and is distinguishable from job satisfaction and involvement,
organizational commitment, organizational citizenship behaviour (Saks, 2006, p. 602).
Some researchers use organizational commitment in defining employee engagament:
“to be engaged is to be actively commited” (Wellins & Concelman, 2005, as cited in Macey
& Schneider, 2008, p. 8). But as elaborated by Saks (2006), organizational commitment
reflects employees` “attitude and attachment towards their organization” (p. 602). On a
contrary, engagement is not defined as an attitude towards organization, but rather “the
degree to which an individual is attentive and absorbed in the performance of their roles”
(Saks, 2006, p. 602).
Though Harter et al. (2002) connected engagement to satisfaction and involvement,
May et al. (2004, as cited in Saks, 2006) claims that job involvement is related to employee
self-image, and is influenced by cognitive judgment of job’s ability to satisfy needs. To the
contrary, engagement is seen through employee self-employment and performance of their
role (Saks, 2006). Further, Macey and Schneider (2008) expressed engagement through
intention to put effort in achievement of the task related goals. Saks (2006) also noted that
engagement is additionally expressed physically and emotionally, besides cognitively. To
summarize, job involvement may be seen as an aspect of engagement, but in no way the same
construct (Salanova et al., 2005, as cited in Macey & Schneider, 2008).
To continue, the similarity of two concepts, satisfaction and engagement, is partly due
to the resemblance of items measured in the surveys of each concept (Macey & Schneider,
2008). As an example, Harter et al. (2002) used a measure, called GWA (The Gallup Work
Place Audit), which they reffered to as a measure of both, satisfaction and engagement. On
the other hand, it is important to note that engagement implies activation, while satisfaction
implies satiation (Macey & Schneider, 2008). According to Erickson (2005, as cited in Macey
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
38
& Schneider, 2008), engagement is more than simply satisfaction with work arrangement – it
defines employee’s wish to commit and invest effort, in order for organization to succeed.
Saks (2006) argues that organizational citizenship behavior is rather concerned with
“voluntary and informal behaviors”, while engagement concentrates on the performance of
employee’s formal role (p. 602).
To conclude, Rich et al. (2010) argue that engagement is a full investment of
employee’s self in their job, while other similar aspects, such as job involvement, satisfaction,
“reflect narrower aspects of the individual’s self” (p. 617).
Characterization of employee engagement. Academics have defined employee
engagement as a distinct and unique construct, which is composed of cognitive, emotional
and behavioral aspects, reflecting employee performance of their role (Saks, 2006). This
approach can be explained through social exchange theory (SET) – “obligations are generated
through a series of interactions between parties who are in a state of reciprocal
interdependence”, and commitment between them evolves as parties comply with particular
“rules of exchange” (Saks, 2006, p. 603). Cropanzano and Mitchell (2005, as cited in Saks,
2006) explain rules of exchange as a concept by which employees receiving economic and
socio-emotional assets from their work environment, feel obligated to pay the organization
back. Investment of different degrees of physical, cognitive, and emotional energy into one’s
role is a fundamental repay for the resources an organization provides (Saks, 2006).
Commonness of the investment of these energies reflects employee engagement (Rich et al.,
2010).
Kahn (1990) found that there are certain concepts, which reflect employee
engagement in their role – meaningfulness, safety, and availability. By that, Kahn (1990)
suggested that employees tend to engage more when experiencing psychological
meaningfulness, psychological safety and psychological availability in their work. Each
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
39
employee makes an unconscious decision whether to engage or not by asking themselves “(1)
How meaningful is it for me to bring myself into this performance? (2) How safe is it to do
so? and (3) How available am I to do so?” (Kahn, 1990, p. 703). Saks (2006) agreed with the
concept of these three conditions in order for engagement to occur.
Similarly as Saks (2006) explains the social exchange theory (SET), Kahn (1990)
elaborates that employees, while applying for a certain job, consent to the contracts, which
promise desired benefits and guaranties in exchange for the fulfillment of particular
obligations and investment of personal resources. Earlier mentioned three concepts of
engagement can be rephrased – meaningfulness as perceived benefits, guaranties as safety,
and perceived personal resources as availability (Kahn, 1990).
Following Kahn’s (1990) definition of engagement, Rothbard (2001, as cited in Saks
& Gruman, 2011) suggested that engagement is composed of two aspects – attention, and
absorption. Attention expresses cognitive availability and the time spent thinking about one’s
role, while absorption implies involvement and the level of focus on one’s role (Rothbard,
2001, as cited in Saks & Gruman, 2011). Rothbard (2001, as cited in Macey & Schneider,
2008) transformed these two concepts into measurement tools: attention as e.g. “I focus a
great deal of attention on my work”, and absorption – e.g. “When I am working, I often lose
track of time” (p. 13). This concept is somewhat similar to Schaufeli’s et al. (2002) view of
characterizing employee engagement.
Schaufeli et al. (2002), as mentioned before, define engagement “as a positive,
fulfilling, work-related state of mind that is characterized by vigor, dedication, and
absorption” (p. 74). This is drawn from burnout study of Maslach and Leiter (1997, as cited
in Schaufeli et al., 2002), who describe engagement by “energy, involvement, and efficacy”
(p. 73). In general, characterizing engagement, vigor refers to high activation, and dedication
– to high identification with one’s work (Schaufeli et al., 2002). In more detail, vigor is
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
40
defined as “high levels of energy and mental resilience while working, the willingness to
invest effort in one’s work, and persistence even in the face of difficulties” (Schaufeli et al.,
2002, p. 74). Dedication portrays “sense of significance, enthusiasm, inspiration, pride, and
challenge” (Schaufeli et al., 2002, p. 74). Schaufeli et al. (2002) chose to use the term
dedication instead of involvement, as dedication has a higher level and a wider scope of
identification with one’s work – it includes cognitive, emotional, and physical aspects of
involvement. Lastly, absorption is defined as “being fully concentrated and deeply engrossed
in one’s work” (Schaufeli et al., 2002, p. 75).
Agarwal (2014) analyzes engagement in terms of innovative behavior – employee’s
investment of oneself to innovation through creation of something new and different.
Agarwal (2014) explains the importance of employee engagement to achieve innovation,
with reference to Schaufeli’s et al. (2002) characterization of engagement: absorption as
concentration to one’s work, vigor as mental resilience to avoid distraction and detachment
from work, and dedication as employment of the enjoyment toward one’s job. Though each
characterization of employee engagement is in one or other way referred to Kahn’s (1990)
views, Schaufeli’s et al. (2002) approach – employee engagement characterized in vigor,
dedication, and absorption – will be analyzed later in this paper.
Antecedents of employee engagement. There are different antecedents, which
influence employee engagement. Kahn (1990), as mentioned before, found that conditions
under which employees experience engagement are meaningfulness, safety, and availability.
To elaborate more, various work aspects stimulate psychological meaningfulness, which can
be viewed as a return on employee’s investment of cognitive, emotional, and physical energy
to one’s role (Kahn, 1990). In other words, it could be explained as a feeling of worth,
usefulness, and value from a perspective of employee. Soane et al. (2013) agreed on the
influence of meaningfulness on the level of engagement. Psychological safety is experienced
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
41
in a nonthreatening and predictable social environment, which is based on trust that
engagement will not lead to negative consequences (Kahn, 1990, p. 703). Psychological
availability is linked to cognitive, emotional or physical resources engaged in performance of
the role (Kahn, 1990).
Harter et al. (2002), referring to Kahn (1990), elaborate that engagement occurs when
employees are aware of the expectations toward them, have the resources to perform, have
autonomy in their roles, experience trust on interpersonal levels, and have opportunities for
development. Moreover, Schaufeli (2008, as cited in Slåtten & Mehmetoglu, 2011) found a
positive connection between autonomy and engagement.
Xu and Thomas (2011) elaborate that typically academics tend to analyze two
concepts, which define antecedents, influencing engagement: (1) earlier mentioned Kahn’s
(1990) view of meaningfulness, safety, and availability, as core elements determining
employee’s engagement; (2) job demands-resources model, which suggests that available job
resources lead to employee engagement (Bakker & Demerouti, 2007). Job security,
interpersonal aspects (e.g. supervisor support), role and task characteristics (e.g. role conflict,
autonomy) are so called job resources, which influence the level of employee engagement in
one’s work (Xu & Thomas, 2011).
Hackman and Oldham (1980), as well as Alderfer (1985), elaborated alike:
psychological experience of work, or more precisely, interpersonal and organizational factors
are the antecedents of employee engagement (as cited in Kahn, 1990).
Saks (2006) discovered that there are various antecedents, which influence employee
engagement. As an example, perceived organizational support (POS), perceived supervisor
support (PSS), rewards and recognition, and job characteristics are strong predictors of
engagement (Saks, 2006). Saks (2006), refering to Hackman and Oldham’s (1980) job
characteristics model, argued that five core job characteristics – “skill variety, task identity,
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
42
task significance, autonomy, and feedback” – affect psychological meaningfulness (p. 604).
Refering back to Kahn (1990), psychological meaningfulness is a condition under which
employees engage in their work roles.
Slåtten and Mehmetoglu (2011) argued that the mentioned core job characteristics are
related to job resources. Bakker and Demerouti (2007) elaborate that job resources may be
experienced in different levels – organizational (“pay, career, opportunities, job security”),
interpersonal (“supervisor and co-worker support), role (“role clarity, participation in
decision making”), and task, which is represented by five core job characteristics (p. 312).
Bakker and Demerouti (2007) claim, that the existence of job resources is a cause of higher
levels of engagement.
Macey and Schneider (2008) similarly proposed that job characteristics and
leadership are the main antecedents of employee engagement. Hakanen et al. (2008, as cited
in Petrou, Demerouti, Peeters, Schaufeli, & Hetland, 2012) suggested that proactive
employees encounter motivating challenges and participate in problem solving, which
positively affects employee engagement. Further, Petrou et al. (2012) elaborated that change,
if viewed as a motivating challenge, may influence higher levels of engagement. Saks (2006),
referring to social exchange theory (SET), suggests that employees experience higher levels
of engagement, as they feel obligated to respond that way, in a consequence of a challenging
job.
Returning to the antecedents of engagement that Saks (2006) noted in his study –
perceived organizational support (POS) and perceived supervisor support (PSS) are
strong predictors of employee engagement. These concepts can be linked to Kahn (1990):
psychological safety can be positively influenced by support and trust, perceived by
employees from their organization and management. Generally, Rhoades and Eisenberger
(2002, as cited in Saks, 2006) defines perceived organizational support (POS) as employee’s
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
43
perception of organization as the one that values their commitment and considers their wellbeing. Referring to social exchange theory (SET), Saks (2006) argues that employees are
willing to engage in their job and help organization achieve its goals out of the feeling of
obligation, resulted by perceived organizational support (POS). As suggested by Rhoades and
Eisenberger (2002, as cited in Saks, 2006), employees may view perceived supervisor
support (PSS) as a direct indicator of organizational support, and therefore, an important
antecedent of engagement.
Harter et al. (2002), referring to the study of The Gallup Work Place Audit, claim the
positive influence of supervisor or manager support toward the level of employee
engagement. It is considered that high work engagement is enabled by high-quality,
trustworthy relations between supervisors and their subordinates (Bakker & Demerouti,
2007). Petrou et al. (2012) further considers that earlier mentioned job resources, such as
feedback and support from both, organization and supervisor, may play a more important part
in employee engagement than a challenging job.
Van Schalkwyk, du Toit, Bothma, & Rothmann (2010) stress the importance of
empowering leadership to employee engagement. Referring to May et al. (2004, as cited in
van Schalkwyk, 2010), supervisor’s trust and support will enable psychological safety, and
therefore, increase employee engagement. Further, empowering leadership preserve high
levels of cognitive, emotional, and physical energy of employees (van Schalkwyk, 2010).
Similarly, Schaufeli et al. (2002) consider supervisor support as a predictor of employee
willingness to put effort into one’s work, and their persistence in case of challenges. Further,
empowerment, defined as an “experience of authority and responsibility” (Mathieu, Gilson,
& Ruddy, 2006, as cited in Macey & Schneider, 2008, p. 10) may be viewed as an antecedent
of employee engagement.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
44
Saks (2006) also suggested that rewards and recognition is an important antecedent
of employee engagement. Psychological meaningfulness can be achieved through this
concept, as a return on employee’s investment of cognitive, emotional, and physical energy to
their work (Saks, 2006). Returning to the construct of social exchange theory (SET),
employees will be obligated to engage in their role performance, as a consequence of
receiving rewards and recognition from their organization (Saks, 2006).
Drawing from the analysis of the antecedents of employee engagement, job
characteristics, perceived organizational and supervisor support, and rewards and recognition
could be considered relatively significant, and will be examined later in this paper.
Outcomes of employee engagement. It is believed that employee engagement is
related to positive organizational outcomes, such as performance and productivity, and is
perceived as a competitive advantage (Shuck et al., 2011). Further, employee engagement is
expected to predict financial performance of an organization (Saks, 2006).
Harter et al. (2002) studied employee engagement in 7,939 business units, in 36
companies, and as a result, correlation between engagement and such organizational aspects,
as loyalty, profitability, productivity, profit, and employee turnover was found. Xu and
Thomas (2011), drawing from different academics and other researches, claimed that stronger
employee engagement contributes to “increased return on assets, higher earning per
employee, higher performance, greater sales growth, and lower absenteeism” (p. 400).
Kahn (1990), drawing from his research, suggests that organizational objectives are
achieved through investment of cognitive energy, which encourages attentive behaviours.
Ashforth and Humphrey (1995, as cited in Rich, et al., 2010) elaborate that investment of
emotional energy contributes to overall organizational goals and performance, as social
relations are tightened within organization. Further, the investment of physical energy into
one’s role is likely to result in perceived positive impression by co-workers or a supervisor
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
45
(Rich et al., 2010). Kahn (1992, as cited in Saks, 2006) argued that employee engagement
results in both, personal and organizational outcomes. More elaborately, examples of
individual outcomes could be: improved quality of employee role performance or dedication
to extra-role behaviour, and organizational outcomes include: increased organizational
growth and productivity (Kahn, 1992, as cited in Saks, 2006). Moreover, employee
engagement positively influences the commitment to one’s organization, and negatively
influences employee turnover or intention to quit (Albrecht & Andreetta, 2011). This can be
associated with increased energy level, perceived significance of one’s work, and joyful
involvement in one’s role, when engaged (Schaufeli et al., 2002). Furthermore, work
engagement, as suggested by Van den Heuvel et al. (2010, as cited in Petrou et al., 2012), is
related to a more successful adjustment to change.
Slåtten and Mehmetoglu (2011) found a connection between employee engagement
and innovative behavior, as engaged employees tend to experience positive emotional state in
their work, which results in creativity, labeled innovative behavior.
Theoretical model of employee engagement. Drawing from the analysis of
employee engagement in academic literature, it can be concluded that there are various
models of understanding engagement, influenced by Kahn’s (1990) theory. Schaufeli et al.
(2002) elaborates in detail on the concept of employee engagement, suggesting a definition:
engagement is “a positive, fulfilling, work-related state of mind that is characterized by vigor,
dedication, and absorption” (p. 74). Though there might be many conditions under which
engagement may increase, core job characteristics, perceived organizational support (POS),
perceived supervisor support (PSS), and the organizational system of rewards and recognition
could be defined as significant antecedents of employee engagement. To conclude, various
positive outcomes of employee engagement, all fall under the concepts of individual or
46
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
organizational outcomes. The antecedents, influencing employee work engagement, and the
outcomes, resulted by employee engagement are presented in Figure 1.
ANTECEDENTS
• Job
Characteristics
• Skill variety
• Task identity
• Task
significance
• Autonomy
• Feedback
• Perceived
organizational
support (POS)
OUTCOMES
• Improved job
performance
EMPLOYEE
WORK
ENGAGEMENT
• Vigor
• Dedication
• Absorption
• Perceived
supervisor
support (PSS)
• Increased
financial
performance of
organization
• Organizational
commitment
• Lower turnover
• Innovative
behavior
• Rewards &
Recognition
Figure 1. Theoretical model of employee work engagement, antecedents and outcomes
included.
Sources: “Antecedents and consequences of employee engagement”, by A.M. Saks, 2006,
Journal of Managerial Psychology, 21(7), 600-619; “The measurement of engagement and
burnout: A two sample confirmatory factor analytic approach” by W. B. Schaufeli et al.,
2002, Journal of Happiness Studies, 3, 71-92; “The influence of empowering leadership,
empowerment and engagement on affective commitment and turnover intentions in
community health service workers” by S. L. Albrecht & M. Andreetta, 2011, Leadership in
Health Services, 24(3), 228-237; “How can leaders achieve high employee engagement” by J.
Xu & H. C. Thomas, 2011, Leadership & Organization Development Journal, 32(4), 399416; “Antecedents and effects of engaged frontline employees” by T. Slåtten & M.
Mehmetoglu, 2011, Managing Service Quality: An International Journal, 21(1), 88-107.
Empirical Research
Aim and Objectives
Aim of the empirical research is to test the influence of different antecedents on
employee work engagement, and to analyze current level of employee work engagement in
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
47
UAB Baltic Ground Services (abbreviated BGS LT) and Baltic Ground Services Sp. z o.o.
(abbreviated BGS PL).
Objectives of the empirical research are the following:
1. To evaluate the level of employee work engagement in BGS LT and BGS PL.
2. To evaluate the level of antecedents – job characteristics, perceived organizational
support (POS), perceived supervisor support (PSS), rewards and recognition –
perceived by the respondents.
3. To test the relation between the antecedents and the employee work engagement, as
well as, its dimensions – vigor, dedication, and absorption.
4. To test the influence of antecedents on employee work engagement.
In order to reach the aim and to accomplish the objectives of the empirical research,
the theoretical model of employee work engagement was referred to, showing the antecedents,
influencing the employee engagement (as seen in Figure 2).
ANTECEDENTS
• Job Characteristics
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
• Perceived organizational
support (POS)
EMPLOYEE WORK
ENGAGEMENT
• Vigor
• Dedication
• Absorption
• Perceived supervisor
support (PSS)
• Rewards & Recognition
Figure 2. Theoretical model of employee work engagement, antecedents included.
Sources: “Antecedents and consequences of employee engagement”, by A.M. Saks, 2006,
Journal of Managerial Psychology, 21(7), 600-619; “The measurement of engagement and
burnout: A two sample confirmatory factor analytic approach” by W. B. Schaufeli et al.,
2002, Journal of Happiness Studies, 3, 71-92
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
48
Only the antecedents of employee work engagement were included in the research
model, as at this stage, it is important to define the factors influencing the level of
engagement in BGS LT and BGS PL. Numerous positive outcomes of high level of
engagement are visible from the academic research conducted. In this paper, it is important to
find the measures for improvement of the level of engagement.
Several hypotheses were drawn from the theoretical model, referring to the relation
between the assumed antecedents and employee work engagement.
H1. Job characteristics are positively related to employee work engagement.
H1A. Job characteristics are positively related to vigor.
H1B. Job characteristics are positively related to dedication.
H1C. Job characteristics are positively related to absorption.
H2. Perceived organizational support is positively related to employee work
engagement.
H2A. Perceived organizational support is positively related to vigor.
H2B. Perceived organizational support is positively related to dedication.
H2C. Perceived organizational support is positively related to absorption.
H3. Perceived supervisor support is positively related to employee work engagement.
H3A. Perceived supervisor support is positively related to vigor.
H3B. Perceived supervisor support is positively related to dedication.
H3C. Perceived supervisor support is positively related to absorption.
H4. Rewards and recognition are positively related to employee work engagement.
H4A. Rewards and recognition are positively related to vigor.
H4B. Rewards and recognition are positively related to dedication.
H4C. Rewards and recognition are positively related to absorption.
Research Method and Data Collection Method
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
49
The hypotheses were developed before the research was conducted. Firstly, the
primary data was collected for the empirical research, in order to gather the respective data,
necessary to confirm or reject the hypotheses. One of the reasons for this choice was that
BGS LT and BGS PL did not have any record of a research of employee work engagement.
Also it was important to gather the primary opinions and perceptions about the work of
administration employees and their organization. Further, the quantitative research method
was chosen, in order to gather the precise data and to test several antecedents, as well as, the
level of employee engagement of both of the subsidiaries efficiently – in small time frame
and in precise detail. Furthermore, as the hypotheses were formulated before the data was
collected, it was crucial to receive specific responses, which would confirm or deny the
hypotheses. The data gathered is numerical and quantitative, which makes it easier to process.
Also, there is less possibility of subjective analysis or interpretation of data by the researcher,
as the statistical software is used for the tests. Lastly, besides the long negotiations with the
heads of Personnel departments, personal approach (e.g. face-to-face interviews with
company employees) could not be considered as an option. Further, the head of Lithuanian
Personnel department suggested that the quantitative research, or more precisely, a
questionnaire would be more suitable for their company. Therefore, a form of online
questionnaire was chosen for the empirical research after a careful examination of academic
papers, and possible resources. Furthermore, online survey presents a high level of
confidentiality and anonymity, which could not be reached in case of conducting research
through the head of Personnel department, or face-to-face interviews. Considering the
peculiarities of the sample of the empirical research – small volume of company
administration employees – it was important to keep the anonymity as high as possible, in
order to receive objective responses.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
50
The data of the empirical research was collected through an online survey, using a
survey tool www.manoapklausa.lt (login information: e-mail: [email protected];
password: q5D84TVO). This particular survey tool was chosen because of a wide range of
free services, such as appropriate amount of questions in the survey. The heads of Personnel
departments, both of BGS LT and BGS PL, received an e-mail on 7th November, with all the
required information (such as, the duration of the survey, the confidentiality and anonymity,
the purpose of the survey), and a link to the survey. The author was no longer working in the
company, when the empirical research took place, therefore the e-mail was sent from a
personal mailbox. Further, the heads of Personnel departments forwarded the e-mail to
administration employees of both subsidiaries. The survey was available for more than one
week – from 7th November to 16th November. Repetitive reminder e-mail with the survey link
was sent twice to the heads of Personnel departments, and then forwarded to the
administration employees – on 11th November and 14th November.
As the survey was conducted online, the administration employees only had to
complete it. Printed questionnaires have not been distributed, as administration employees are
provided with the equipment (mobile phones, personal notebooks), which they may use to
access their work e-mail from both office and home.
Research Sample
The whole population was treated as the sample of the empirical research – 36
administration employees of BGS LT, and 8 administration employees of BGS PL – 44
administration employees in total. The administration employees were specifically chosen,
because of a strict policy of the company. Furthermore, the head of Personnel department of
BGS LT strongly requested only the administration employees to be questioned, as an annual
satisfaction survey would have been distributed to all company employees in a month. The
head of Personnel department feared the confusion and denial to participate in satisfaction
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
51
survey between the employees. As it was mentioned before in the paper, both subsidiaries
have a very strict protocol of how human resource management processes are handled.
According to the opinion of the head of Lithuanian Personnel department, the established
order may have been confused by additional survey presented. After long negotiations with
the heads of Personnel departments, the conjoint decision was reached to choose
administration employees of both, BGS LT and BGS PL for the empirical research.
In the end, 33 administration employees of BGS LT, and 7 employees of BGS PL
have completed the online survey – 40 employees in total, which represents the response rate
of 91 percent.
Though it is clear that a sample of 40 may be an obstacle while performing a
quantitate research, it is a relatively common practice in the published papers in social
sciences field. According to De Beuckelaer and Wagner (2012), in the period 1998-2007, 18
studies with the sample size below 50, were published in three journals – Transportation
Journal (TJ), Journal of Business Logistics (JBL), and International Journal of Physical
Distribution and Logistics Management (IJPDLM). It can be concluded, that almost 8 percent
of 229 studies, researched in De Beuckelaer’s and Wagner’s paper, contained a small sample
(De Beuckelaer & Wagner, 2012). Further, De Beuckelaer & Wagner (2012) presented that 5
percent, out of 879 papers, published in Journal of Operations Management (JOM) and
Academy of Management Journal (AMJ), analysed small samples. It is important to mention
that this study only focuses on two academic areas, supply-chain and management, and
considers only five journals – by which an assumption can be made that small sample studies
are relatively spread between the researchers. Moreover, one of the main factors is that
sample has to appropriately represent the population to which the research findings are
generalized (Coley & Lohnes, 1971, Miller & Kunce, 1973, as cited in U.S. Department of
Education, 1995, p. 34) As suggested by Speed (1994), “the quality of the sample depends on
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
52
the relationship between sample and population” (p. 91). Therefore, consdering the small size
of the population itself (44 administration employees in total), and the response rate of 91
percent (40 out of 44 responses were gathered), it can be concluded that the sample is
representative of the population. Furthermore, “Bock and Sergeant (2002) defined a small
sample study as a study in which less than 30 observations are collected in every population
of interest” (as cited in De Beuckelaer & Wagner, 2012, p. 617). Hair, Balck, Babin and
Anderson (2010) agreed with characterizing small sample as having less than 30
observations.
It is important to mention that due to the relatively small sample of the empirical
research, the comparison of BGS LT and BGS PL would be too complicated to perform.
Furthermore, it can be assumed that a difference between sample sizes of both subsidiaries –
7 in BGS PL and 33 in BGS LT – would complicate the analysis, and the statistically
significant findings would be less probable. Therefore, the statistical description of gathered
data will be performed for both of the subsidiaries, without comparing the two.
Research Instrument
One online questionnaire, consisting of 17 questions, was prepared in English
language for both, BGS LT and BGS PL (the questionnaire is presented in Appendix E). As
the administration employees tend to use English language quite often in their job tasks,
because of the aviation industry peculiarities and the managerial nature of their jobs, thus no
misunderstandings should have occurred during the completion of the survey.
According to the drawn theoretical model of employee work engagement, there are
several antecedents, which are claimed to have influence on the level of engagement. The
antecedents are: 1) job characteristics (skill variety, task identity, task significance, autonomy,
and feedback) (Saks, 2006); 2) perceived organizational support (POS); 3) perceived
53
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
supervisor support (PSS); 4) rewards and recognition. Each of these antecedents were tested
with specifically selected questions, adapted for this study.
Table 5
Structure of the questionnaire
Aim of analysis
Socio-demographic
characteristics
Level of
antecedents of
employee work
engagement,
perceived by the
respondents
Factor or scale
Subsidiary by country; age;
position; incumbency
1-4
Autonomy
5
Task identity
6
Job
Skill variety
characteristics
7
Task significance
8
Feedback
9
Perceived organizational support
(POS)
10-12
Perceived supervisor support (PSS)
13-15
Rewards and recognition
16
Vigor
Level of employee
work engagement
Question
No.
Utrecht Work
Engagement
Scale (UWES-9)
Dedication
Absorption
17
VI1, VI2,
VI3
17
DE1, DE2,
DE3
17
AB1, AB2,
AB3
Source
Created by the
author
Hackman and
Oldham (1980);
Modified by Saks
(2006);
Adapted by the
author
Rhodes et al.
(2001);
Modified by Saks
(2006);
Adapted by the
author
Rhodes et al.
(2001);
Adapted by Saks
(2006);
Adapted by the
author
Saks (2006);
Adapted by the
author
Schaufeli &
Bakker (2002);
Adapted by the
author
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
54
The basis for the questions were academic papers, which analyzed the relationship
between antecedents and employee work engagement, and the level of engagement (as seen
in Table 5). The questionnaire was devided into three main parts – socio-demographic
questions, scales testing the perceived level of the antecedents of employee work engagement
by the respondents, and the level of employee work engagement (as seen in Table 5).
Job characteristics. For the measurement of job characteristics a five item model of
Hackman and Oldham (1980, as cited in Saks 2006) was chosen and adapted for this study.
Each item represented one of job characteristics – autonomy, task identity, skill variety, task
significance and feedback. Respondents specified the amount or the extent to which each job
characteristic is present in their job. Seven-point Likert-type scale was used for the indication,
offering options, ranging from 1) very little to 7) very much.
Perceived organizational support. For the measurement of perceived organizational
support a short version of eight-item survey of perceived organizational support (SPOS) was
chosen (Rhoades et al., 2001, as cited in Saks, 2006). Respondents indicated their extent of
agreement, using a seven point Likert-type scale, ranging from 1) strongly disagree to 7)
strongly agree. An item, representing perceived organizational support, in example, is “My
organization really cares about my well-being”.
Perceived supervisor support. Perceived supervisor support was measured using a
shortened and adapted version of the survey of perceived organizational support (SPOS), on
the basis of the empirical research of Saks (2006). A seven point Likert-type scale was chosen,
representing 1) strongly disagree, on one side, and 7) strongly agree, on the other. An
example of an item, measuring perceived supervisor support, is “My supervisor cares about
my opinions”.
Rewards and recognition. For the measurement of rewards and recognition, a sevenitem scale was used, adapted for this study on the basis of the empirical research of Saks
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
55
(2006). Respondents had to choose in what frequency certain factors of rewards or
recognition were present in their job, in case of good work results. A seven point Likert-type
scale was used, ranging from 1) very rarely to 2) very often. Examples of an item, measuring
rewards and recognition – “A pay raise”, “Praise from your supervisor”, “Training and
development opportunities”.
Employee work engagement. As mentioned before, employee work engagement is
“a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication
and absorption” (Schaufeli et al., 2002, p. 74). In order to measure the employee work
engagement, Utrecht Work Engagement Scale was chosen, consisting of nine items (UWES9). It is a shortened version of 17-item Utrecht Work Engagement Scale. Either scale
measures three dimensions, or sub-dimensions, of work engagement – vigor, dedication, and
absorption (de Bruin, Henn, 2013). In UWES-9, dimensions are measured using three
specific items each: such as “At my work, I feel bursting with energy” for vigor; “I am
enthusiastic about my job” for dedication; “I feel happy when I am working intensely” for
absorption. A seven point Likert-type scale was chosen with anchors 1) never and 7) every
day.
In academic papers, employee work engagement is either treated as a one-factor
aspect, or a three-factor aspect (divided into independent, yet correlated dimensions – vigor,
dedication, absorption). According to Schaufeli and Bakker (2004), there is claim that both
treatments are acceptable, when using UWES-9, though their empirical research showed that
a three-factor solution is of better use than one-factor solution. On the other hand, de Bruin
and Henn (2013) claimed that their empirical research supports Balducci et al.’s (2010, as
cited in de Bruin & Henn, 2013) suggestion to measure the total score of employee work
engagement for UWES-9. Therefore, both, one-factor and three-factor solutions were
analyzed in this empirical research.
56
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
It is important to mention that all of the questions-items, referring to the employee
work engagement and the presumed antecedents were adapted from validated academic
works. The socio-demographic questions were created by the author.
Data Analysis Methods
After the survey data was gathered, SPSS (Statistical Package for Social Science)
statistical software program, version 20.0, was used to analyze the survey outcomes in detail.
Firstly, it is important to understand the reliability of the survey. As mentioned before,
each variable (independent or dependent) – the assumed antecedents of employee work
engagement, and the engagement – consists of several questions, measuring the level of
particular concept. Cronbach’s alpha is a measurement used to define survey reliability by
analyzing the internal consistency of each variable (George & Mallery, 2003). Therefore, five
scales were measured – job characteristics, perceived organizational support, perceived
supervisor support, rewards and recognition, and employee work engagement (results
presented in Table 6). The reliability of the survey scales was measured, based on the
interpretation of Cronbach’s alpha by George and Mallery (2003) (as shown in Appendix F).
Table 6
Cronbach’s alpha. Internal consistency of each scale of the survey
Scale
Job characteristics
Perceived organizational
support
Perceived supervisor support
Rewards and recognition
Employee work engagement
Note. Created by author
Questions
5-9
Cronbach’s α
0.83
Internal consistency
Good
10-12
0.86
Good
13-15
16
17
0.93
0.87
0.96
Very good
Good
Very good
As presented in Table 6, Cronbach’s alpha of all scales varies between 0.83 and 0.96.
As these measurements fall under “good” or “very good” internal consistency, it can be stated
that the questionnaire is statistically reliable.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
57
In order to varify the statistical reliability of the Cronbach’s alpha test, taking into
account the small sample, aditional analysis was performed, following the study of Yurdugül
“Minimum sample size for Cronbach’s coefficient alpha: a Monte-Carlo study” (2008).
According to MacCallum et al. (1999), the commonality of variables influence the choice of
a minimum sample size for factor analysis (as cited in Yurdugül, 2008). According to
Yurdugül (2008), MacCallum’s et al. (1999) approach can be adapted for the reliability
coefficient, in our case Cronbach’s alpha, by invoking principal component analysis (PCA).
Yurdugül’s paper (2008) analyzes the changes of reliability of Cronbach’s alpha, affected by
the sample size and the size of the largest eigenvalues conducted by principal component
analysis (PCA). The Cronbach’s alpha can be treated as a “measure of first-factor saturation
of the data set” (Crano and Brewer, 1973, as cited in Yurdugül, 2008, p.2). Therefore,
coefficient alpha can be seen as “directly related to the eigenvalue of the first principal
component” (Cortina 1993, as cited in Yurdugül, 2008, p.2). Yurdugül (2008) studied a
population of D=10000, from which 100 random samples were drawn for each data sample
set – n=30, 100, 300, 500. Cronbach’s alpha and first eigenvalue (1) were calculated by
principal component analysis (PCA) for each sample. Yurdugül (2008) chose an approach for
the analysis, where the computed first eigenvalues (1) were “categorized as “small” when
1<3, “moderate” when 3≤1<6, and “large” when 1≥6” (p.5). The findings showed that
“when 1≥6, the estimates of coefficient alpha are unbiased for each sample size” (Yurdugül,
2008, p.6). As a result, a principal component analysis (PCA) was conducted for this paper,
and the first eigenvalue was equal to 13,178 (as seen in Appendix G), which results in 1≥6.
Therefore, the Cronbach’s alpha computed in this study is unbiased for the sample N=40.
The data, collected during the empirical research, was further analyzed with
descriptive statistics, Pearson correlation and regression.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
58
Results of the Empirical Research
Descriptive statistics. After the analysis of the gathered data, it was concluded that
the age of the respondents varied between 18 and 48 years old, but the majority (28
respondents) fell under the range of 25 to 36 years old, as well as of both, BGS LT (23
respondents) and BGS PL (5 respondents) (as shown in Appendix H). It can be concluded
that the companies’ employees are quite young, considering the research sample being
administration employees. The most frequent position of the respondents in the company was
allocated evenly between Administrative and Managerial (as shown in Appendix I). The
majority of employees of BGS LT (15 employees) fell under the Administrative position, and
the majority of employees of BGS PL (3 employees) occupy the managerial positions. The
duration of participants working for the company varied from less than 6 months to more
than five years, but the most frequent range was 3 to 5 years, followed by 2 to 3 years, and 6
months to 1 year (as shown in Appendix J). The majority of the administration employees of
BGS LT work for the company for 2-5 years (15 employees), while the majority of
employees of BGS PL work for the company from 6 months to 1 year (2 employees), or 3-5
years (2 employees) (as shown in Appendix J). A conclusion can be made that in both, BGS
LT and BGS PL there is a rather low percentage of turnover, and employees tend to stay in
the company for a longer period of time. Though it is worth mentioning that, as BGS PL is a
rather young company, established in 2010, a higher employee turnover is expected.
First of all, in order to find out the level of each assumed antecedent of employee
work engagement, present in one’s job – means of overall sample (all administration
employees, N=40) were calculated, as well as, of each subsidiary seperately, referring to each
antecedent. As an addition, the level of employee work engagement of the sample is
presented by the means, as well. As mentioned before, employee work engagement can be
treated as both, one-factor and three-factor solutions. Therefore, means of total employee
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
59
work engagement, and separate three dimensions (vigor, dedication, absorption) were
presented. Means and standard deviations of all variables are presented in Appendix K.
To start with the assumed antecedents of employee work engagement, job
characteristics (autonomy, task identity, skill variety, task significance, and feedback) have a
rather high evaluation. As shown in Figure 3, the mean of overall sample of job
characteristics is 4.75, which is even higher than the computed mean of the whole
questionnaire (all variables included) – 4.32. It is worth mentioning that the levels of
autonomy and feedback in one’s work role are the lowest (means are equal to 4.48 and 4.23,
respectively), compared to other job characteristics. The employees of BGS LT expressed a
slightly lower perceived level of job characteristics – the calculated mean is 4.64. The
administration employees of BGS PL perceive a relatively high level of job characteristics
(mean - 5.26). To conclude, the respondents specified that they experience job characteristics
to a rather high extent in their job.
BGS LT
BGS PL
Overall
Mean of questionnaire
7
6
5
5,26
4,64
4,75
4,32
4
3
2
1
Job characteristics
Figure 3. Means of job characteristics in BGS LT and BGS PL. N=40 (nLT=33; nPL=7)
To continue, the level of perceived organizational support, expressed by means, is
presented in Figure 4. Similarly to the perception of job characteristics, employees perceive
organizational support to a rather high extent – with the computed mean of the whole sample
of 4.35. The respondents from BGS LT perceive slightly lower levels of organizational
support than the overall sample, but there are no significant differences. The employees of
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
60
BGS PL tend to perceive higher levels of organizational support than the overall sample,
possessing a mean of 5.05. To conclude, respondents feel that their commitment is valued,
and their well-being is important for the company.
BGS LT
BGS PL
Overall
Mean of questionnaire
7
6
5,05
5
4,35
4,20
4,32
4
3
2
1
POS
Figure 4. Means of perceived organizational support (POS) in BGS LT and BGS PL. N=40
(nLT=33; nPL=7)
Shortly, the administration employees of both subsidiaries perceive a rather high level
of supervisor support (as shown in Figure 5). The respondents from BGS LT perceive the
same level of supervisor support in their jobs as the overall sample. The mean of perceived
organizational support of Polish subsidiary exceeds both the mean of an overall sample, and
the mean of the whole questionnaire (mean – 4.32). In other words, employees of BGS PL
feel more care and trust from their supervisors than from their company, and experience
supervisor support in their work more than any other antecedent of employee engagement.
BGS LT
BGS PL
Overall
Mean of questionnaire
7
5,48
6
5
4,52
4,31
4,32
4
3
2
1
PSS
Figure 5. Means of perceived supervisor support (PSS) in BGS LT and BGS PL. N=40
(nLT=33; nPL=7)
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
61
A different situation is visible in Figure 6, presenting the means of rewards and
recognition experienced in one’s job (means and standard deviations of separate variables of
rewards and recognition are presented in Appendix L). The means of the possible rewards
and recognitions are rather low. The means of the overall sample do not exceed 3.58, either
considering the rewards and recognition (R&R) as a whole, or each variable separately. The
employees of BGS LT tend to experience more freedom and opportunities, as a reward for
good results – the mean of 3.64 is the highest of all variables. The same pattern can be visible
in BGS PL. The administration employees of BGS LT also receive praise from the supervisor,
or training and development opportunities as a reward more often than other forms of reward
and recognition. BGS PL provides a promotion as a second most experienced form of reward
by the employees – with the mean of 3.14. “Praise from a supervisor” is not extensively
remote – with the mean of 2.86. The least frequently received form of reward in BGS LT is a
promotion. Therefore, it can be concluded that the administration employees of Lithuanian
subsidiary tend to keep their position for a rather extensive period of time. The administration
employees of BGS PL rarely receive a public recognition (e.g. nomination of employee of a
month). Despite the fact that there is a possibility to recognize most frequent forms of
rewards in both, Lithuanian and Polish subsidiaries, administration employees of both
subsidiaries are moderately or even poorly rewarded and recognized. The means of the
perceived rewards and recognition all fall lower than the mean of the whole questionnaire.
Moreover, employees of BGS LT and BGS PL experience any other antecedent much more
frequently or to a higher extent than rewards and recognition. It can be concluded that
supervisor or organizational support, as well as job characteristics are much more important
for administration employees of both subsidiaries. In other words, respondents highly value
autonomy in their work, feedback and support from their supervisor, trust and care from their
company – the work environment is more important than the rewards.
62
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
7
BGS LT
BGS PL
Overall
Mean of questionnaire
6
5
4,32
4
3
2,95
3,14
2,86
2,45
2,64
3,64
3,58 3,52
3,29
3,40
3,24
3,10
2,86
2,55 2,42
2,14
2,55
2,43
2
2,55
2,67
2,38
1,57
2,50
1,71
1
R&R
Pay raise
Promotion
More
freedom
Praise from
supervisor
Training
Public
recognition
Reward
Figure 6. Means of rewards and recognition (R&R) in BGS LT and BGS PL. N=40 (nLT=33;
nPL=7)
Lastly, the level of employee work engagement is presented in Figure 7. As
mentioned before, employee work engagement consists of three dimensions – vigor,
dedication, and absorption. Therefore, both, one-factor and three-factor aspects were taken
into account. Means and standard deviations of employee work engagement and its
dimensions are presented in Appendix K. It is important to mention that all means, referring
to employee work engagement, show higher values than the mean of the whole questionnaire.
The mean of the overall sample, referring to employee work engagement as a one-factor
aspect, can be considered high (mean – 5.09). The administration employees of BGS LT
experience a slightly lower level of work engagement (mean – 4.89), compared to the overall
sample, but it still has a relatively high value. The employees of Polish subsidiary experience
a very high level of work engagement, expressed by the mean of 6.06. As mentioned before
in the paper, one of the dimensions of employee work engagement – vigor – shows high
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
63
energy, a wish to put effort in one’s work, mental resilience and persistence (Schaufeli et al.,
2002). As it is visible from Figure 7, employees of BGS LT tend to experience a lower level
of vigor as a separate factor (mean – 4.71), compared to work engagement as a whole. There
is only a very slight difference between the levels of vigor and total work engagement in BGS
PL, comparing the means. The second factor of employee work engagement – dedication – is
expressed by a sense of importance, inspiration, enthusiasm and pride in one’s work
(Schaufeli et al., 2002). The level of dedication is higher than the level of vigor in both, BGS
LT and BGS PL. The third factor of work engagement – absorption – is expressed through
full concentration, absorption and high attachment to one’s work (Schaufeli et al., 2002). The
employees of BGS LT tend to experience a lower level of absorption in their work, compared
to dedication, but still higher than vigor. BGS PL strikes the highest mean of all three
dimensions of employee engagement – 6.14 – referring to absorption. From the gathered data,
it can be concluded that the administration employees of BGS LT experience a higher level of
enthusiasm and inspiration while working. They are more likely to be fully concentrated and
absorbed in one’s work. Though there are slightly lower levels of energy, invested in one’s
work – the overall level of employee work engagement of Lithuanian subsidiary is rather
high. The administration employees of BGS PL perceive a high level of attachment to one’s
work and feel pride of the work they do. The levels of persistence and willingness to put
effort in one’s work are lower than of other work engagement factors, but the level of onefactor employee engagement can be considered very high.
64
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
BGS LT
BGS PL
Overall
Mean of questionnaire
7
6,06
6
5
4,89
5,09
4,71
6,14
6,10
5,95
4,93
5,07
5,25
4,89
5,11
4,32
4
3
2
1
Employee work
engagement
Vigor
Dedication
Absorption
Figure 7. Means of employee work engagement and its dimensions – vigor, dedication, and
absorption – in BGS LT and BGS PL. N=40 (nLT=33; nPL=7)
After the analysis of the descriptive statistics, it can be concluded that no major
differences occurred between the perceptions of the administration employees of BGS LT and
BGS PL. Therefore, further study of the gathered data will be performed for the whole
sample (N=40), without separate consideration of the subsidiaries.
Correlational relationships. To start with, according to Chen and Popovich (2002),
Pearson’s r (or correlation) should be performed when the sample size is not less than 30, in
order for the results drawn from correlation to be valid (as cited in Choi, Peters & Mueller,
2010).
After the descriptive statistics have been discussed, it is important to test the
hypotheses raised. All the sets of hypotheses consist of the main hypotheses, referring to
employee work engagement (e.g. H1. Job characteristics are positively related to employee
work engagement), and the sub-hypotheses, referring to each dimension of work engagement
separately (e.g. H1A. Job characteristics are positively related to vigor). In order to understand
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
65
the level of correlation between each assumed antecedent and employee work engagement, as
well as, the significance of that relation – Pearson correlation was performed.
The Pearson’s r shows the strength of the correlation between two variables (Brace,
Kemp & Snelgar, 2012, p. 155). “As a rule of thumb, r values of 0 to 0.2 are generally
considered weak, 0.3 to 0.6 moderate, and 0.7 to 1 strong” (Brace, Kemp & Snelgar, 2012, p.
155). In other words, the tested variables are correlated stronger when the value of Pearson’s
correlation coefficient is closer to 1, meaning that one variable is strongly correlated with the
changes in the second variable. The other important indicator of the strength of correlation is
the significance value. If the value of significance is equal or less than 0.05 (2-tailed), a
strong correlation between the changes in variables is expected to exist. Furthermore, if the
value of significance is equal or less than 0.01 (2-tailed), a very strong correlation between
the changes in variables is expected to exist. While performing an analysis for a relatively
small sample, it is important to take into consideration both of the indicators – Pearson’s r
and significance – as a small value of Pearson’s r (e.g. 0.2) can appear to be significant at
p≤0.05 level, while it is generally considered a weak correlation.
The summarized results of Pearson correlation, refering to employee work
engagement are presented in Table 7. To start with job characteristics, there is a strong
correlation to employee work engagement (r=0.704, N=40, p≤0.01). Further, perceived
organizational support and perceived supervisor support, both have a strong correlation to
employee work engagement (r=0.792, r=0.810, respectively). There is only a rather moderate
correlation between rewards and recognition, and employee work engagement (r=0.383,
N=40, p≤0.05).
66
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Table 7
Correlation table; dependent variable – employee work engagement
Variable
Employee
work
engagement
-
Job
characteristics
Employee
work
engagement
Job
0,704**
characteristics
Perceived
0,792**
0,554**
organizational
support
Perceived
0,810**
0,620**
supervisor
support
Rewards and
0,383*
0.195
recognition
Note. N=40; ** p≤0.01; * p≤0.05
Perceived
organizational
support
Perceived
supervisor
support
Rewards
and
recognition
-
0,848**
0,312*
-
0,378*
-
As the sub-hypotheses, presented in the paper, study the relations between the
antecedents and the three dimensions of employee work engagement, it is important to test
Pearson’s correlation between those variables, as well. The correlations between the
antecedents and vigor are presented in Appendix M. It is visible that the correlations between
perceived organizational support, perceived supervisor support, and vigor are significant and
strong (r=0.810, r=857, respectively). These antecedents show highest positive relation to
employees’ energy, effort and persistence put in one’s work, compared to characteristics of
other dimensions. On the contrary, job characteristics may be considered to correlate with
vigor in-between moderately and strongly (r=0.668). The correlation between the rewards
and recognition, and vigor raises some concern. The Pearson’s r is slightly lower (r=0.322,
N=40, p≤0.05), compared to the correlation between rewards and recognition, and employee
work engagement. This correlation can still be considered moderately significant.
It is rather interesting that the antecedents of employee work engagement have lower
correlation coefficients, when correlated with dedication, rather than vigor (as shown in
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
67
Appendix N). There is a moderate to strong correlation between job characteristics and
dedication (r=0.658); perceived organizational support and dedication (r=0.690); and strong
correlation between perceived supervisor support and dedication (r=0.726). Rewards and
recognition seem to be an exception in this case. The correlation between rewards and
recognition, and dedication is moderate (r=0.409), with a significance of p≤0.01 (2-tailed). It
can be concluded as a more significantly moderate correlation between this antecedent and
dedication, compared to vigor. In other words, rewards and recognition have a stronger
relation to employees’ sense of importance, enthusiasm and pride in their work, than to the
characteristics of other dimensions.
The correlation between the antecedents and absorption is presented in Appendix O.
There is a moderate to strong correlation between job characteristics and absorption (r=0.689).
It is worth mentioning that job characteristics have a stronger positive relation to employees’
concentration and attachment to their work, than to the features of other dimensions. Further,
there is a strong correlation between absorption, and perceived organizational support
(r=0.766), as well as, perceived supervisor support (r=0.733). The correlation between
absorption and rewards and recognition can be stated as moderate (r=0.368, N=40, p≤0.05).
After the careful analyses of the relations between the antecedents and employee
work engagement or its dimensions, such conclusions could be drawn:
H1. Job characteristics are positively related to employee work engagement.
The first hypothesis, H1, is confirmed. There is a moderate to strong relation between
job characteristics and employee work engagement. It is important to note that job
characteristics have a stronger correlation to employee work engagement, compared to its
dimensions.
H2. Perceived organizational are positively related to employee work engagement.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
68
The second hypothesis, H2, is confirmed. There is a strong relation between perceived
organizational support and employee work engagement.
H3. Perceived supervisor support is positively related to employee work engagement.
The third hypothesis, H3, is confirmed. There is a strong relation between perceived
supervisor support and employee work engagement, as well as its dimensions.
H4. Rewards and recognition are positively related to employee work engagement.
The fourth hypothesis, H4, is confirmed. There is a moderate relation between
rewards and recognition, and employee work engagement. It is worth mentioning, that
rewards and recognition have a stronger correlation to dedication, compared to both, other
dimensions, and employee work engagement as a one-factor aspect.
Multiple linear regression. To start with, Speed (1994) stated that by testing a small
sample, there is a likelihood of non-significant findings, rather than wrong findings. To be
more precise, if significant findings are obtained with a small sample – analysis with larger
samples is more likely to confirm them than overturn (Speed, 1994). Therefore, even with a
small sample, regression can be conducted, as the findings are “far more likely to be true than
not” (Speed, 1994, p. 96). Furthermore, Speed (1994) claimed that majority of regression
type methods present lower restrictions for the cases-variables ratio. The ratio, offered by
Speed (1994), is 3-5 observations per variable. Rules of thumb of the regression suggest a
ratio (N/p) of 10 cases per each independent variable, or predictor (U.S. Department of
Education, 1995). This approach is supported by several authors: Miller and Kunce (1973);
Halinski and Feldt (1970); Neter, Waserman, and Kutner (1990) (as cited in U.S. Department
of Education, 1995). Hair, Black, Babin and Anderson (2010) suggest a ratio not lower than 5
cases per each independent variable (p. 175). In order to verify the theory, there are four
independent variables, analyzed in this paper – job characteristics, perceived organizational
support, perceived supervisor support, rewards and recognition. As an example, there should
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
69
be at least 5 cases per each variable; therefore a sample of 20 should be used for the research
(5*4=20). After the analysis of academic research of the sample size, suitable for regression,
it can be concluded that N=40 fits the required criteria.
“The regression coefficients are the weights used in calculating the regression variate
and indicate each independent variable’s contribution to the predicted value” (Hair, Black,
Babin & Anderson, 2010, p. 175). One of the important regression coefficients is R Square
(R2), which explains how well the independent variables can predict the dependent variable
(Brace, Kemp & Snelgar, 2012, p. 268). Further, the adjusted R squared (R2adj) is calculated,
which takes into account both, the number of predictors and the number of cases, or
observations in the study (Brace, Kemp & Snelgar, 2012, p. 268). It is considered to be the
one coefficient defining the success of the model (Brace, Kemp & Snelgar, 2012, p. 269).
It is also important to test the assumptions of regression analysis, in order to verify the
validity of the regression model. The assumptions are: linearity, homoscedasticity, and
normality. Linearity was tested for each independent variable with employee work
engagement separately, and all the independent variables showed linearity. Homoscedasticity
was tested step by step, by adding an additional independent variable to the regression
analysis: 1) Employee work engagement, Job characteristics; 2) Employee work engagement,
Job characteristics, Perceived organizational support; 3) Employee work engagement, Job
characteristics, Perceived organizational support, Perceived supervisor support; 4) Employee
work engagement, Job characteristics, Perceived organizational support, Perceived supervisor
support, Rewards and recognition. Each step indicated the homoscedasticity. The final
regression model, with all four independent variables included, is presented in Appendix P:
the scatterplot shows that there is homoscedasticity in this case. Normality was examined by
invoking such indicators as skewness and kurtosis – all independent variables showed
normality.
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70
It is important to mention the value of adjusted R squared – 0.738, which indicates
that the presented model explains 73.8 percent of the variance in the dependent variable (as
shown in Appendix P, Table P2). In other words, 73.8 percent of variation in employee work
engagement can be explained by the antecedents – job characteristics, perceived
organizational support, perceived supervisor support, rewards and recognition. It is
considered to be a large percentage of the variance explained. The values of significance
present which independent variable, or predictor, accounts for the highest level of influence
on employee work engagement. As it is visible in Appendix P, Table P4, job characteristics
have the highest influence on employee work engagement (with a p=0.005). Perceived
organizational support also shows a rather high significance (p=0.032). It is followed by
perceived supervisor support (p=0.110), and rewards and recognition (p=0.232), which show
a very low significance for employee work engagement. Therefore, it can be concluded that
job characteristics and perceived organizational support have the strongest influence on
employee work engagement.
The empirical research determined that employee work engagement has the weakest
correlation with rewards and recognition, out of four predictors. Other antecedents – job
characteristics, perceived organizational support, and perceived supervisor support have
relatively high correlations with employee work engagement. Important outcomes were
presented, which defined that job characteristics and perceived organizational support tend to
influence employee work engagement the most out of four predictors.
Managerial Solutions
Managerial solutions will be discussed, in order for UAB Baltic Ground Services
(abbreviated BGS LT) and Baltic Ground Services Sp. z o.o. (abbreviated BGS PL) to
improve or maintain the level of employee work engagement. All four antecedents of
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
71
employee work engagement will be elaborated, in order to present the most relevant solutions
for the companies.
Job Characteristics
As it was mentioned earlier in the paper, job demands-resources (JD-R) model
suggests that available job resources have a positive relation to employee engagement
(Bakker & Demerouti, 2007). According to Schaufeli and Salanova (2010, p. 409), job
resources have a potential to motivate employees, by stimulating growth and development.
Job resources could be classified into organizational role (pay, career, opportunities, job
security), interpersonal role (supervisor and co-worker support), and task (job characteristics
– skill variety, task identity, task significance, autonomy, feedback) (Bakker & Demerouti,
2007). The empirical research in this paper studied the relation and influence of the predictors
– job characteristics, perceived organizational support, perceived supervisor support, rewards
and recognition – on employee work engagement. It can be assumed that the later mentioned
predictors overlap with the job demands-resources model (JD-R). The organizational role of
job resources includes pay, which could be linked to the concept of rewards and recognition.
Further, organizational role could be related to perceived organizational support (POS). The
interpersonal role includes supervisor support, which could be directly associated with
perceived supervisor support (PSS). Job characteristics represent one of the roles of job
resources – task.
As confirmed by other researchers’ works, the empirical research in this paper also
verified job characteristics to be related to and further, to have influence on employee work
engagement. As an example, Macey and Schneider (2008) also claimed that job
characteristics is one the main antecedents of employee work engagement. It is worth
mentioning that motivating challenges (e.g. change) and participation in problem solving
influence higher levels of employee work engagement (Petrou et al., 2012) through the
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
72
concept of job characteristics. Motivating challenges let employees exercise autonomy, task
significance, task identity and skill variety in their work role.
According to the study of Van Beek, Hu, Schaufeli, Taris and Schreurs (2012),
autonomy in one‘s work role increase work engagement. In order to reach this positive
outcome, employees have to feel challenged (Van Beek et al., 2012).
Schaufeli and Salanova (2008, p. 393) discuss that job rotation, special projects or
an entirely different course of work influences higher levels of employee work engagement
through challenge and learning opportunities. As the majority of the administration
employees of BGS LT work for the company from 2 to 5 years, it would be valuable to revise
the career evolvement of their employees, in order to evaluate the change of their jobs
through years, and a corresponding level of work engagement. Further, the level of employee
engagement could be periodically boosted by an offer to change work position or even the
company for a short period of time – up to two weeks. Firstly, “Baltic Ground Services”
could offer their administration employees to try themselves in a position of e.g. a loader or a
check-in agent. It would present a challenge and an additional set of skills, as well as, bring
management closer to other employees of the company. Secondly, a challenge could be
offered to exchange positions with the CEO for a day. It would bring the sense of significance
and autonomy in one’s work. As “Baltic Ground Services” is a part of “Avia Solutions
Group”, it presents an opportunity of exchange of employees between the companies. It
would not only present employees with new information, different nature of the work,
additional skills, but also opportunities for career evolvement in the company group.
It is important to mention that effective job design and proper employee selection are
claimed to have impact on employee work engagement (or more precisely, the
meaningfulness of work) (May, Gilson & Harter, 2004). Job fit increases meaningfulness,
which can be obtained by putting more effort into connecting personal employee ambitions
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
73
with particular work roles (May et al., 2004). Though both, BGS LT and BGS PL have a
defined and detailed employee selection process, a new implementation could help an
organization to increase job fit for newly hired employees. A so called realistic job preview,
which is a tool used in employee selection and recruitment processes, may help to prevail a
better job fit (May et al., 2004). It also helps to view the compatibility of a future employee
and an organization (May et al., 2004). To define a realistic job preview – it is a detailed
preview of a vacant position in an organization, presented to a candidate, including both,
positive and negative factors of a job (Premack & Wanous, 1985). As an example, a
challenging work may be explained in more detail: as a work role with stressful amount of
workload, but high opportunities to develop. If a certain job demands working overtime, it is
better to warn a possible employee beforehand to avoid discontent. To present a precise
picture of a certain position, the head of Personnel department could gather valuable
information from an employee in the same or similar position: with reference to annual
evaluation surveys, information presented by the head of a respective department, small talk
with colleagues.
According to Gagné and Deci (2005, as cited in Van Beek et al., 2012), management
or leadership style of an organization, as well, as supervisors may encourage autonomy, while
clarifying particular tasks, providing reasoning, proposing different options. As it was
mentioned earlier in the paper, both, BGS LT and BGS PL have a vertical organizational
structure, which may limit the level of autonomy, according to the position kept. The
empirical research verified a relatively lower level of autonomy, compared to other job
characteristics, experienced in one‘s job. It can be summarized that one of the solutions for
higher employee work engagement in BGS LT and BGS PL would be providing more
autonomy to the employees in their work roles. A sense of autonomy could be provoked by
providing employees with choice. To start with, each employee is obliged to follow certain
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
74
values and reach for set goals. It is crucial for a supervisor to explain the reasons behind
values and goals, for employees to be on board, and feel a part of the organization. Further,
employees could be presented with an opportunity to decide which way or measure to take, in
order to reach a set goal. A decision of how to pursue a certain objective provides control
over the situation, and therefore, a sense of autonomy. Lastly, a supervisor may entrust the
employees with peripheral judgements, such as the issues discussed in a weekly meeting.
Perceived Organizational and Supervisor Support
As discussed earlier in the paper, Kahn (1990) suggests that psychological safety can
be encouraged by support, perceived by employees from their organization and supervisor.
Saks (2006) suggests that employees feel obligated to engage in their work when they
experience higher levels of perceived organizational support. Further, perceived supervisor
support can be viewed as a direct reflection of the organizational support (Rhoades and
Eisenberger, 2002, as cited in Saks, 2006). Therefore, both of these concepts are significantly
close. The level of perceived supervisor support by employees could be a consequence of the
leadership style of the management. As an example, empowering leadership is considered to
maintain high levels of cognitive, emotional, and physical energy of employees (van
Schalkwyk, 2010), who perceive empowerment as authority and responsibility (Mathieu,
Gilson, & Ruddy, 2006, as cited in Macey & Schneider, 2008). According to the empirical
research both, perceived organizational support and perceived supervisor support gained very
high ratings. Therefore, it is visible that these two intercepting concepts are highly related to
the level of employee work engagement in an organization. According to Schaufeli and
Salanova (2008), leadership is an important aspect influencing employee work engagement
(p. 397). Pugh and Dietz (2008, as cited in Welch, 2011) even withdrew a connection
between leadership and organizational effectiveness. An additional suggestion for BGS LT
and BGS PL would be to draw more attention to the style of leadership of the supervisors, in
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
75
order to either maintain the current level of work engagement, or even increase it between
administration employees. Transformational leadership, known as an employee-oriented
approach (Schaufeli & Salanova, 2010, p. 410), could be a great example.
Leaders are thought to be responsible for the level of work engagement in their teams
– rephrasing, supervisors feel responsibility for their subordinates (Schaufeli & Salanova,
2010, p. 409). There are several features of leadership defined, which have a positive
influence on employee work engagement: support, feedback, just actions, trust, honesty,
constructive problem solving (Schaufeli & Salanova, 2010, p. 410). This leadership approach
could be identified as transformational leadership, which is characterized as being able to
raise the level of consciousness of one’s followers (or subordinates) about the desired goals
and results, and provide the possible methods to achieve those results (Burns, 1978, as cited
in McCleskey, 2014). The transformational leader has an ability to awaken different levels of
needs of the followers, on the base of Maslow’s hierarchy (1954) – from safety to selfactualization (Bass, 2008, as cited in McCleskey, 2014). The followers reciprocate by
dedicating the energy towards organizational goals, rather than striving for individual gain
(McCleskey, 2014). Transformational leadership has four components: “idealized influence,
inspirational motivation, intellectual stimulation, and individualized consideration”
(McCleskey, 2014, p. 120). Idealized influence consists of two aspects – 1) the followers
portray the leader in a certain manner; 2) the leader presents the qualities through their
behaviours (McCleskey, 2014). The leader motivates one’s followers, by providing a
common goal, and inspiring them to face challenges – through inspirational motivation
(McCleskey, 2014). The leader is encouraging innovation, by raising questions and
rephrasing the problems – in other words, through intellectual stimulation (McCleskey, 2014).
It is important to mention that leaders (or supervisors) are required to be open to criticism and
confident, in order to solve any occurring problems, and therefore, inspire followers (their
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
76
employees) to be more efficient (McCleskey, 2014). Individualized consideration can be
characterized as leader being a coach, in order to help one’s followers to reach maximum
efficiency in their work roles (McCleskey, 2014). Supervisors are required to support their
employees, and present them with a required training – in other words, create an emotionally
positive climate for development (Schaufeli & Salanova, 2010, p. 410). Transformational
leadership was claimed to encourage higher levels of employee work engagement,
participation in extra-role performance, individual performance, and inner motivation
(Schaufeli & Salanova, 2010, p. 410). As so many aspects in one’s work depends on the
leadership style of a supervisor, it is crucial to consider it a priority when striving for higher
levels of employee engagement. As a first step, a supervisor needs to understand personal
leadership style – different quizzes, tests, either found in the Internet or provided by
leadership courses, may help to understand the guidelines. Further, intensive leadership
training and development courses should be considered. Information, presented in a concise
manner, adapted to supervisor’s needs would be a suitable solution.
Another important aspect of perceived organizational or supervisor support, expressed
through leadership, is communication. The higher the level and the more appropriate the
means of communication are within an organization – the higher the level of employee work
engagement. MacLeod and Clarke (2009) define communication as a significant factor,
influencing employee performance through work engagement (as cited in Welch, 2011).
Communication is a tool, used to introduce employees to a common goal and vision of an
organization (Welch, 2011). The content of the communication messages within the
organization is important to consider. As an example, an employee with high emotional
engagement (or a high level of dedication) needs a constant reminder of being a part of and
cared by the organization (Welch, 2011). Employees, experiencing a high cognitive
engagement (or a high level of absorption) require a detailed understanding of organizational
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
77
goals, and how employees could contribute to them (Welch, 2011). It is discussed that
appropriate means of communication influence the development of an employee in their
work role (Welch, 2011). As mentioned earlier in the paper, both, BGS LT and BGS PL have
a rather tight communication between employees and their supervisors, as well as, the
management – through constant meetings, discussions, and e-mail. Therefore, it can be
concluded that both companies implement communication as a tool to increase employee
work engagement, performance, and development. However, it is important to mention that
administration employees of BGS LT tend to experience higher levels of dedication (or
emotional engagement), which would require organization to remind them of their high value
for the company. On the other hand, the administration employees of BGS PL feel most
absorbed in their work, compared to other factors of engagement (or experience a cognitive
engagement). As a result, a clear definition of organizational goals is more important in
internal communication messages, as well as, how each employee can contribute to those
goals.
Rewards and Recognition
The level of rewards and recognition reflect the extent of remuneration for an
employee for reaching organizational goals (Choo, Mat & Al-Omari, 2013). The level of
rewards and recognition in both, BGS LT and BGS PL are surprisingly low, compared to the
high level of employee work engagement. Although other studies (Saks, 2006; Maslach &
Leiter, 2008; Choo, Mat & Al-Omari, 2013) claimed that rewards and recognition is a rather
strong predictor of employee work engagement, the empirical research in this paper
suggested that rewards and recognition have the lowest correlation with employee work
engagement, out of four antecedents. Further, the research showed that rewards and
recognition have no statistically significant influence on work engagement. Though Bandura
and Lyons (2014) claim that the meaningfulness of work is partially reached through
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
78
knowledge that fair rewards are achieved for reaching organizational goals – administration
employees of BGS LT and BGS PL put more value on job characteristics, perceived
organizational and supervisor support.
General Suggestions
The empirical research conducted in this paper was the first employee work
engagement survey executed in BGS LT and BGS PL. There could be a suggestion made to
develop so called wellness audits, in order to keep employees and the organization informed
about their level of work engagement, and other related concepts (Schaufeli & Salanova,
2008, p. 392). Wellness audits would gather the required information about employee work
engagement periodically, and it would be accessable for each employee individually online.
This implementation would help employees to assess their engagement, and better understand
the factors, causing lower or higher levels of engagement. Further, such implementation
would give pabulum for a draft of employee development agreement, which contains defined
personal goals for future growth, and what resources, provided by the company, would be
needed to reach those goals (Schaufeli & Salanova, 2008, p. 392). Though both, BGS LT and
BGS PL have implemented annual satisfaction survey in their companies, it does not cover an
employee engagement factor, which could be an essential estimator of positive organizational
outcomes: such as, increased financial performance (Xu & Thomas, 2011), better employee
work performance (Kahn, 1992, as cited in Saks, 2006), employee commitment to
organization (Albrecht & Andreetta, 2011), as well as, adjustment to change and innovation
(Van den Heuvel et al., 2010; Slåtten & Mehmetoglu, 2011).
Conclusions
This paper has studied the concept of employee work engagement in an organization.
1. The external environment analysis showed a rather significant finding. A social factor,
an ageing population of both, Lithuania and Poland presents organizations with a
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
79
worsening issue of recruiting young skilled workforce. Further, it was discovered that
UAB Baltic Ground Services (abbreviated BGS LT) is in a beneficial situation, as
there is only one competitor in the market. Therefore, by gaining a competitive
advantage, such as, high levels of employee work engagement, BGS LT may lead the
market. On the other hand, Baltic Ground Services Sp. z o.o. (abbreviated BGS PL) is
presented with a rather difficult situation, as Polish market contains several
competitors, both local and international.
The internal situation analysis of BGS LT and BGS PL showed that both companies
have highly developed human resource management processes. However, the levels of
employee work engagement and the antecedents, influencing it, haven’t been measured
before. Therefore, it was a suitable environment to perform the research.
The study of academic papers presented a rather wide concept of employee work
engagement. The antecedents and the positive outcomes of employee work engagement have
been discussed. Finally, four elements were drawn – job characteristics, perceived
organizational support, perceived supervisor support, and rewards and recognition – in order
to perform the empirical research.
2. The quantitative research was conducted, on the basis of a questionnaire. The
questionnaire was formed according to academic papers, adapting such scales as:
Schaufeli’s and Bakker’s (2003) UWES-9 (employee work engagement), Hackman’s
and Oldham’s (1980) job characteristics, Rhodes’s et al. (2001) perceived
organizational support, Saks’s (2006) perceived supervisor support, Saks’s (2006)
rewards and recognition. The empirical research concluded that:

All the indicators showed rather similar outcomes for both, BGS LT and BGS PL.

All four antecedents – job characteristics, perceived organizational support, perceived
supervisor support, rewards and recognition – are positively related to employee work
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
80
engagement. However, the correlation between rewards and recognition, and
engagement is the weakest.

Job characteristics and perceived organizational support were defined to have the
highest influence on employee work engagement.
3. Finally, managerial solutions were suggested for both companies simultaneously, as
the empirical research showed high similarity of the findings. The suggestions were as
followed:

To present administration employees with job rotation, special projects or an entirely
different course of work, in order to stimulate employee work engagement.

To carefully assess job fit for each employee, especially when recruiting future
employees. A method of realistic job preview was suggested, in order to prepare a
candidate for the essence of a work role, and, therefore, avoid a higher turnover,
caused by job misfit.

To provide employees with higher levels of autonomy in their work roles.

To implement the practice of transformational leadership, in order to motivate and
encourage employees to strive for the success of the organization.

To carefully distribute the communication messages within the organization,
according to the engagement construct an employee is experiencing.

To implement wellness audits, followed by employee development agreement, in
order to provide useful information about employee work engagement to the
employee personally. Further, these methods would provide the employee and the
organization a set of goals, in order to achieve a specific level of employee
engagement.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
81
Limitations

Only administration employees of UAB Baltic Ground Services (abbreviated BGS
LT) and Baltic Ground Services Sp. z o.o. (abbreviated BGS PL) have been involved
in the research. As the level of work engagement of employees in other positions may
differ from the administration employees, the companies should consider including
other departments in the future studies of employee work engagement.

The sample size of the research was rather small due to impossibility to gather a
higher amount of respondents – due to the requests of “Baltic Ground Services”. On
the other hand, the researchsample was representative of the population –
administration employees of BGS LT and BGS PL. However, a larger sample size
would be recommended for future studies.

The questionnaire has been prepared in English, which is not a mother tongue of
either BGS LT, or BGS PL. However, the pecularities of ground handling business
field intitles administration employees to use English language in their daily tasks. On
the other hand, some misinterpratations may have occured.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
82
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89
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IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
91
Appendices
Appendix A
Change in Corruption Perception Index of Lithuania through a period of 2008-2013
Note. From Euromonitor International 2014, Corruption Perceptions Index:
Euromonitor International from Transparency International.
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix
B
- Statistics
International
Euromonitor
92
http://www.portal.euromonitor.com/Portal/Pages/Statistics/Stat...
Change
instyle
Corruption Go
Perception
Index of Poland through a period of 2008-2013
›
Select a chart
Note. From Euromonitor International 2014, Corruption Perceptions Index:
© Euromonitor International 2014
Euromonitor
International from Transparency International.
1 of 1
9/28/14 12:01 PM
93
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix C
UAB Baltic Ground Services organizational structure
Appendix D
Baltic Ground Services Sp. z o.o. organizational structure
BGS PL
ORGANIZATIONAL CHART BGS PL
Date: 27.01.2014
Page 1 (1)
BGS PL
27/01/2014
CEO
FINANCE
DEPARTMENT
HR AND
ADMINISTRATION
DEPARTMENT
FINANCE MANAGER
HEAD OF HR DEPARTMENT
ACCOUNTANT
ADMINISTRATION AND HR
ASSISTANT
PASSANGER
SERVICES
DEPARTMENT
COO
CATERING
DEPARTMENT
CATERING OPERATIONS
MANAGER
HEAD OF PASSANGER
SERVICES DEPARTMENT
QUALITY AND SAFETY
DEPARTMENT
EXCISE AND DUTY FREE
MANAGER
QUALITY AND SAFETY
MANAGER
RAMP SERVICES
DEPARTMENT
WARSAW FUEL
STATION
HEAD OF RAMP SERVICES
DEPARTMENT
OPERATIONS MANAGER
CATERING SHIFT
LEADER
DEPUTY OF HEAD OF
RAMP SERVICES
DEPARTMENT
CATERING
OPERATOR/LOADER
EXCISE AND DUTY
FREE DEPARTMENT
SENIOR FUEL
OPERATOR
FUEL OPERATORS SHIFT
LEADER
KRAKOW FUEL
STATION
KATOWICE FUEL
STATION
OPERATIONS MANAGER
DEPUTY OF OPERATION
MANAGER
FUELING OPERATORS
FUEL OPERATORS
PASSANGER
SERVICES
DIVISION
TICKETING
DIVISION
LOST AND FOUND
DIVISION
CHECK IN SHIFT
LEADER
TICKETING SHIFT
LEADER
LOST AND FOUND
SHIFT LEADER
CHECK IN AGENT /
SENIOR CHECK IN
AGENT
TICKETING AGENT
LOST&FOUND
AGENT
TECHNICAL
DIVISION
TRANSPORT
DIVISION
MECHANICS
RAMP SERVICES
DIVISION
BAGGAGE HANDLING
DIVISION
GH OPERATOR SHIFT
LEADER
RAMP SHIFT LEADER
LOADERS SHIFT
LEADER
GH OPERATOR
RAMP AGENT
LOADER
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
94
Appendix E
The questionnaire form of the empirical research
Baltic Ground Services
My name is Smiltė Narkovičiūtė, I am a student at ISM University of Management and
Economics. I am conducting a research about employee engagement for my bachelor thesis.
Please take about 10 minutes of your time to complete this questionnaire.
The survey is anonymous and confidential.
1. Please indicate the subsidiary you are working at.
□UAB Baltic Ground Services (Lithuania)
□Baltic Ground Services Sp. z o.o. (Poland)
2. Which of the following best describes your age?
□18-24
□25-36
□37-48
□49-64
□65+
3. Which of the following best describes your position in the company?
□Administrative
□Managerial
□Accounting
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
95
□Project Management
□Technical
□Other
4. How long have you worked at UAB Baltic Ground Services?
□Less than 6 months
□6 months – 1 year
□1-2 years
□2-3 years
□3-5 years
□More than 5 years
Please respond to the following questions on a scale from (1) to (7), where (1) is “very little”,
and (7) – “very much”.
5.
6.
How much autonomy is there in your job?
To what extent does your job involve doing a “whole” and identifiable piece of work? (i.e.
does your job includes only small tasks, which are completed by others/ or you do the tasks
from the beginning till the end)
7.
How much variety is there in your job?
8.
How significant or important is your job for the company?
9.
To what extent do managers or co-workers let you know how well you are doing on your
job?
Please indicate the extent of each characteristic bellow, on a scale from (1) to (7), where (1) is
“strongly disagree”, and (7) – “strongly agree”.
10.
11.
12.
My organization really cares about my well-being.
My organization is willing to help me if I need a special favor.
My organization would forgive an honest mistake on my part.
Please indicate the extent of each characteristic bellow, on a scale from (1) to (7), where (1) is
96
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
“strongly disagree”, and (7) – “strongly agree”.
13.
14.
15.
My supervisor cares about my opinions.
My supervisor really cares about my well-being.
My supervisor strongly considers my goals and values.
16. How are you rewarded for your good results
Very
rarely -1
2
3
4
5
6
Very often
-7





















d. Praise from your
supervisor







e. Training and
development opportunities





















a. A pay raise
b. A promotion
c. More freedom and
opportunities
f. Public recognition (e.g.
employee of a month)
g. A reward of
appreciation (e.g. lunch)
17. Please respond to the following statements, on a scale presented in the table below.
(VI1)At my work, I feel
bursting with energy
(VI2)At my job, I feel
strong and active
(DE1)I am enthusiastic
about my job
(DE2)My job inspires me
(VI3)When I get up in the
morning, I feel like going
to work
(AB1)I feel happy when I
am working intensely
(DE3)I am proud of the
work that I do
(AB2)I am absorbed in
my work
(AB3)I get carried away
Never -1
A few
times a
year or
less
Once a
month or
less
A few
times a
month
Once a
week
A few
times a
week
Every day
-7































































IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
when I’m working
Thank You for your time.
Appendix F
Cronbach’s alpha
Cronbach's alpha
Internal consistency
α ≥ 0.9
Very good
0.8 ≤ α < 0.9
Good
0.7 ≤ α < 0.8
Acceptable
0.6 ≤ α < 0.7
Doubtful consistency
0.5 ≤ α < 0.6
Poor consistency
α < 0.5
No or very poor consistency
Note. Source: George, D., Mallery, P. (2003). SPSS for Windows step by step: A simple
Guide and Reference. 11.0 update.
97
98
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix G
Principal component analysis (PCA). The first eigenvalue (1)
Total
Initial Eigenvalues ()
% of Variance
Cumulative %
13,178
3,640
1,863
1,420
1,148
,930
,847
,492
,462
,428
,390
,350
,282
,273
,234
,216
,177
,127
,121
,099
,096
,060
,058
,041
,036
,023
,009
48,808
13,482
6,900
5,260
4,250
3,446
3,138
1,824
1,710
1,586
1,446
1,296
1,044
1,011
,867
,800
,654
,470
,448
,367
,355
,222
,214
,152
,132
,087
,033
48,808
62,290
69,190
74,450
78,700
82,146
85,283
87,107
88,817
90,402
91,848
93,144
94,187
95,199
96,066
96,865
97,520
97,990
98,438
98,805
99,160
99,382
99,596
99,748
99,880
99,967
100,000
Component
1 (Q5)
2 (Q6)
3 (Q7)
4 (Q8)
5 (Q9)
6 (Q10)
7 (Q11)
8 (Q12)
9 (Q13)
10 (Q14)
11 (Q15)
12 (Q16)
13 (Q16)
14 (Q16)
15 (Q16)
16 (Q16)
17 (Q16)
18 (Q16)
19 (Q17)
20 (Q17)
21 (Q17)
22 (Q17)
23 (Q17)
24 (Q17)
25 (Q17)
26 (Q17)
27 (Q17)
99
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix H
Age of the respondents of UAB Baltic Ground Services (BGS LT) and Baltic Ground
Services Sp. z o.o. (BGS PL)
30
28
Frequency
25
23
20
BGS LT
15
BGS PL
10
5
5
4
5
1
Overall
7
6
1
0
18-24
25-36
Note. N=40 (nLT=33; nPL=7)
37-48
Age
49-64
65+
100
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix I
Position of the respondents in UAB Baltic Ground Services (BGS LT) and Baltic
Frequency
Ground Services Sp. z o.o. (BGS PL)
18
16
14
12
10
8
6
4
2
0
16
15
16
13
3
1
4
2 2
1 1
2
BGS LT
BGS PL
Overall
Position
Note. N=40 (nLT=33; nPL=7)
4
101
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix J
Incumbency of the respondents in UAB Baltic Ground Services (BGS LT) and Baltic
Ground Services Sp. z o.o. (BGS PL)
12
10
10
8
8
Frequency
8
8
7
6
6
6
BGS LT
5
4
4
4
4
3
Overall
2
2
BGS PL
2
1
1
1
0
<6 months 6 months - 1-2 years 2-3 years
1 year
Incumbency
3-5 years
>5 years
Note. N=40 (nLT=33; nPL=7)
Appendix K
Means and standard deviations of overall sample, as well as, of UAB Baltic Ground Services
(BGS LT) and Baltic Ground Services Sp. z o.o. (BGS PL) separately
Variable
Job characteristics
Perceived organizational
support
Perceived supervisor
support
Rewards and recognition
Employee work
engagement
Vigor
Dedication
Absorption
Mean
(BGS
LT)
Mean
(BGS
PL)
Mean
(overall)
4.64
5.26
4.75
Standard
deviation
(BGS
LT)
1.089
4.20
5.05
4.35
4.31
5.48
2.95
Standard
deviation (BGS
PL)
Standard
deviation
(overall)
0.781
1.060
1.443
0.731
1.377
4.52
1.581
0.424
1.510
2.45
2.86
1.280
0.657
1.204
4.89
6.06
5.09
1.427
0.513
1.384
4.71
5.07
4.89
5.95
6.10
6.14
4.93
5.25
5.11
1.529
1.464
1.492
0.591
0.738
0.539
1.484
1.414
1.451
102
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix L
Rewards and recognition: means and standard deviations of overall sample, as well as, of
UAB Baltic Ground Services (BGS LT) and Baltic Ground Services Sp. z o.o. (BGS PL)
separately
Variable
A pay raise
A promotion
More freedom and
opportunities
Praise from your
supervisor
Training and
development
Public recognition
A reward of appreciation
Mean
(BGS
LT)
Mean
(BGS
PL)
Mean
(overall)
2.64
2.42
2.14
3.14
2.55
2.55
Standard
deviation
(BGS
LT)
1.617
1.678
3.64
3.29
3.58
3.52
2.86
3.24
2.55
2.67
Standard
deviation (BGS
PL)
Standard
deviation
(overall)
0.90
2.193
1.518
1.768
1.496
1.254
1.448
3.40
1.544
1.574
1.549
2.43
3.10
1.714
1.397
1.676
1.57
1.71
2.38
2.50
1.822
1.534
0.787
0.756
1.720
1.468
Appendix M
Correlation table; dependent variable – vigor
Variable
Vigor
Job
characteri
stics
Vigor
Job
characteristics
Perceived
organizational
support
Perceived
supervisor
support
0,668** -
Perceived
organizational
support
0,810** 0,554**
-
0,857** 0,620**
0,848**
Rewards and
0,322* 0.195
0,312*
recognition
Note. N=40; ** p≤0.01; * p≤0.05
Perceived
supervisor
support
Rewards and
recognition
-
0,378*
-
103
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix N
Correlation table; dependent variable – dedication
Variable
Dedication
Job
Perceived
characteri organizational
stics
support
Dedication Job
0,658**
characterist
ics
Perceived
0,690**
0,554**
organizatio
nal support
Perceived
0,726**
0,620**
0,848**
supervisor
support
Rewards
0,409**
0.195
0,312*
and
recognition
Note. N=40; ** p≤0.01; * p≤0.05
Perceived
supervisor
support
Rewards and
recognition
-
0,378*
-
Appendix O
Correlation table; dependent variable – absorption
Absorption
Job
character
istics
Perceived
organizational
support
Absorption Job
0,689**
characterist
ics
Perceived
0,766**
0,554** organizatio
nal support
Perceived
0,733**
0,620** 0,848**
supervisor
support
Rewards
0,368*
0.195
0,312*
and
recognition
Note. N=40; ** p≤0.01; * p≤0.05
Perceived
supervisor
support
Rewards and
recognition
-
0,378*
-
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Appendix P
Regression model
Table P1
Variables Entered/Removeda
Model Variables
Variables
Method
Entered
Removed
R&R,
Job
1
characteristics, .
Enter
POS,
PSSb
a. Dependent Variable: Employee work
engagement
b. All requested variables entered
Table P2
Model Summaryb
Model R
R Square Adjusted R
Std. Error of
Square
the Estimate
a
1
,874
,765
,70876
,738
a. Predictors: (Constant), Rewards and recognition, Job
characteristics, Perceived organizational support, Perceived
supervisor support
b. Dependent Variable: Employee work engagement
Table P3
ANOVAa
Model
Sum of
df
Mean Square F
Sig.
Squares
Regression 57,123
4
14,281
28,428 ,000b
1
Residual
17,582
35
,502
Total
74,705
39
a. Dependent Variable: Employee work engagement
b. Predictors: (Constant), Rewards and recognition, Job characteristics, Perceived
organizational support, Perceived supervisor support
104
105
IMPROVEMENT OF EMPLOYEE WORK ENGAGEMENT
Table P4
Coefficientsa
Model
Unstandardized
Standardized
Coefficients
Coefficients
B
Std. Error
Beta
(Constant) ,100
,561
Job charact ,416
,137
,318
1
POS
,349
,156
,347
PSS
,254
,155
,277
R&R
,124
,102
,108
a. Dependent Variable: Employee work engagement
t
Sig.
,179
3,033
2,238
1,639
1,217
,859
,005
,032
,110
,232