The Impact of Employee Engagement on Organizational Performance: A Study of Ghana-India Kofi Annan Centre of Excellence in ICT (GI-KACE)

Abstract

The study aimed at examined the impact of employee engagement on organizational performance at the Ghana-India Kofi Annan Centre of Excellence in ICT (GI-KACE). The study is guided by Job Demands-Resources Model (JD-R), Self-Determination Theory (SDT), Job Characteristics Theory, and Kahn’s Engagement Theory which indicate that employee engagement have an influence on organizational performance. The research used a descriptive design and a quantitative approach. The study used 75 managers and employees, questionnaires, and descriptive and inferential statistics. The study found that vigour, dedication, absorption, and employee engagement are high. The study found that, in decreasing order, employee engagement is dedication, vigour, and absorption. The study found that financial viability is moderate. It also determined that effectiveness, efficiency, relevance, and organizational performance are high. The study found that, in decreasing order, the organization's performance metrics are effectiveness, relevance, efficiency, and financial viability. The study revealed that employee engagement influences organizational performance. The Centre should regularly evaluate personnel needs and staffing levels in relation to work demands to address staff adequacy, work designs, and demands, ensuring that personnel are adequately and appropriately resourced. The Centre should implement work-life activities to enhance vigour, dedication, engagement, and organizational performance. The Centre needs to diversify its income streams to reduce its dependence on government funding and enhance financial viability. The Centre should provide periodic training and development opportunities to foster staff dedication and absorption, hence enhancing employee engagement and organizational performance. The Centre should implement regular team-building activities to promote camaraderie and improve engagement and vigour. The Centre should enhance its rewards system to identify and recognise staff contributions.