Factors influencing employee engagement in Indian IT Firms: A systematic review of existing literature with reference to prominent employee engagement theory and models

Abstract

Objective:  The main goal of this research is to analyze research conducted on leading IT firms, with a focus on how human resources systems can seamlessly integrate with new procedures to establish a holistic approach to fostering employee engagement. The study seeks to identify the various aspects of employee engagement concerning organizational performance within specific Indian Information Technology (IT) companies. Employee engagement is deemed pivotal in determining the prosperity and efficiency of organizations, especially in the dynamic and competitive landscape of the IT sector. By scrutinizing aspects like job contentment, dedication, drive, and participation, this research aims to offer valuable insights into how these elements influence organizational effectiveness within Indian IT firms.

Methodology/Approach: The research methodology employed in this study encompasses a sample of 468 executives, representative of three key functions in the Indian IT sector. A meticulously planned research design was implemented, integrating diverse data collection methods such as surveys, interviews, and other suitable techniques. The gathered data underwent thorough quantitative and qualitative analyses to extract meaningful insights. Moreover, pertinent theoretical frameworks, including the social exchange theory, were leveraged to establish a robust conceptual basis for the study. The research adhered to a systematic and rigorous approach, ensuring a comprehensive exploration of employee engagement and its influencers within the specific organizational milieu. Connections and relationships between various factors were evaluated using structural equation modeling.

Results: The findings of this study indicate that employee engagement is shaped by four organizational resources, each exerting unique influences. The study highlights three pivotal factors—trusts among co-workers, trust in supervisors, and organizational trust—as intermediary elements between organizational culture and employee engagement. Additionally, this research incorporates a comparative examination of employee engagement levels across five distinct IT companies.

Limitations: The research limitations of this study are rooted in its narrow scope, which concentrates solely on Top IT Companies in India. Consequently, the implications of this limitation imply that the findings and conclusions may not directly translate to companies operating in diverse sectors or industries. Hence, further research is warranted to investigate employee engagement within varied organizational contexts, such as Retail, Iron & Steel, Textiles, Jute, Sugar, Cement, Paper, Petrochemical, Automobile, and Banking & Insurance. This broader exploration is crucial for fostering a more holistic understanding of the subject.

Practical Implications: This implies that nurturing employee engagement within the IT sector can significantly enhance HR practices within this field. Identifying sector-specific resources is anticipated to offer valuable insights for employees and organizational decision-makers, empowering them to make informed choices and implement suitable measures to foster engagement and enhance overall performance within the sector.

Social Implications: The results of this study offer valuable insights for decision-makers within the organization, underscoring the importance of organizational culture, interpersonal trust, and organizational trust, and how they impact employee engagement. Such insights can aid decision-makers in making well-informed choices and crafting successful strategies to improve employee engagement.

Importance of the study:  The outcomes from this study will enrich the current understanding of employee engagement, offering valuable insights to both practitioners and researchers, fostering a deeper comprehension of this concept