During this COVID-19 endemic, even there is large grumbles received from public which regards to poor services given especially from the counter services and frontline officers, the government must ensure the delivery of service cannot be compromised. Hence, government needs to provide public officers with good support from top management, full trust from top management as well as allowing them to work in a group to realize the organization’s goal. Thus, few factors should be examined to determine which factors strongly influence to employee engagement. The purpose of this study is to determine the factors influencing the employee engagement among federal government’s staff in Putrajaya. This study was conducted on 110 employees working in various units from Ministry of Finance. The survey included measures of Management Support, Management Trust, Work in Group and Employee Engagement. Purposive sampling technique was used for this study. Online survey through Google Forms were distributed using the non-probability sampling technique which is purposive sampling. Cronbach’s Alpha, Composite Reliability (CR), Outer Weight Loadings, Average Variance Extracted (AVE) (Convergent Validity), Fornell-Larcker Criterion (Discriminant Validity), Standard Beta, T-value, Effect Size (f2) and R Square were employed. The analysis was performed using SmartPLS path model. Results indicate that there is a significant relationship between the exogenous variables and employee engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement among federal government’s staff and speculation that it might just be yet another management fad.
Al-Tit, A. A., & Hunitie, M. (2015). The mediating effect of employee engagement between its antecedents and consequences. Journal of Management Research, 7(5), 47-62
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323.
Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page Publishers: London.
Barclay, D. W., Higgins, C. A., & Thompson, R. L. (1995). The partial least squares (PLS) approach to causal modeling: Personal computer adaptation and use an illustration. Technology Studies, 1(2), 285-324
Miranda, A. R., Rivadero, L., Bruera, J. A., Villarreal, V., Bernio, L. Y., Baydas, L. D. L. A., Brizuela, M. L., & Serra, S. V. (2020). Examining the Relationship Between Engagement and Perceived Stress-Related Cognitive Complaints in the Argentinian Working Population. Europe’s Journal of Psychology, 16(1): 12–31.
Chavda, K. A. (2004). Determinants of an innovation supportive organizational culture in local government. ProQuest Information and Learning Company, 1 (1), 17-45.
Cook, S. (2008). The essential guide to employee engagement. Kogan Page Publishers.
Dharmendra & Naveen, K. (2013). Employee Engagement: A Literature Review. Economia, Seria Management, 16(2), 208-215.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural Equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39-50
Gibbons, J. (2006). Employee Engagement: A Review of Current Research and Its Implications. NY: The Conference Board Inc.
Gupta, M. V. S., & Ponnam, A. (2015). Factors Affecting Employee Engagement in India: A Study on Off-Shoring of Financial Services. The Qualitative Report, 20(8), 498-515.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Thousand Oaks, CA: Sage.
Hart, P., Caballero, C., & Cooper, W. (2010). Understanding Engagement: Its Structure, Antecedents and Consequences. Paper presented at the International Academy of Management and Business Summer Conference, Madrid, Spain.
Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20, 277–320
Hewitt, A. (2011). Trends in Global Employee Engagement. Available from http://www.aon.com/Trends Global Employee Engagement Final.pdf.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 608.
Kumar, D., & Swetha, G. (2011). A Prognostic Examination of Employee Engagement from Its Historical Roots. International Journal of Trade, Economics and Finance, 2(3), 232-241.
MacLeod, D., & Clarke, N. (2009). Engaging for Success: Enhancing performance through Employee Engagement. London: Office of Public Sector Information. Available from http://www.bis.gov.uk/files/file52215.pdf.
Maduraiveeran, V., & Lasi, A. B. (2021). The Relationship between Work Environment and Employee Performance towards Service Quality in Malaysia Public Sector. International Journal of Research and Scientific Innovation (IJRSI), 7(9), 129-135
Mahazril, ’A. Y., Zuraini, Y., Hafizah, H. A. K., Adnan, A., Zaherawati, Z., Nazni, N., & Azmier, B. M. (2012). Work motivation among Malaysian public servants. Asian Social Science, 8(12), 238–242.
Malaysia Public Complaints Bureau. (2021). PCB Types of Complaints. Retrieved April 27, 2021 from http://www.pcb.gov.my/bm/aduan/mengenai-aduan/jenis-aduan
Ramalu, S. S., & Rashid, Z. M. (2017). Islamic work ethic, employee engagement and organizational citizenship behaviour: A study among civil servants in Malaysia. GBSE Journal, 1(2), 43–55.
Rhoades, L., & Eisenberger, R. (2002). Perceived organisational support: A review of the literature. Journal of Applied Psychology, 87, 698-714.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job Engagement: Antecedents and Effects on Job Performance. Academy of Management Journal. Vol 53, No. 3, pp. 617-635.
Robinson, D., Perryman, S., Hayday, S. (2004). The drivers of employee engagement. Institute of Employment Studies, 408, 1-73.
Saks, A. (2006). Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619.
Zakaria, Z., Idris, K., Samah, B. A., & Abiddin, N. Z. (2018). Understanding the Dimension of Job Resources, Personal Resources and Transformational Leadership in Boosting Work Engagement Level among Employees in Public Sector. International Journal of Academic Research in Business and Social Sciences, 8(10), 1035–1051.
