Mediating Role of Organisational Culture in the Relationship Between People Dimensions and Employee Engagement in the Telecom Sector in Abu Dhabi
DOI:
https://doi.org/10.65080/ajbmss.v2i1.CM2621101023Keywords:
Customer centricity, managerial support, empowerment, organisational culture, employee engagement, telecom sector, Abu DhabiAbstract
Introduction: The following research has examined the impact of people dimension on employee engagement in the Abu Dhabi’s telecom sector. It also explored the mediating role of organisational culture in the relationship between people dimensions and employee engagement.
Methods: The research employed a quantitative design, collecting data from 385 employees at the largest telecom operators in Abu Dhabi. The data were collected using a self-developed questionnaire with purposive sampling, resulting in 385 valid responses. Partial Least Squares-Structural Equation Modelling (PLS-SEM) was used as the analytical method to process the data.
Results & Discussion: The study revealed that Organisational Empowerment has the strongest positive impact on Employee Engagement (β= 0.310, p = 0.000). Customer Centricity presented a negative relationship with engagement (β= -0.162, p = 0.035), suggesting that focusing too much on customer needs may reduce engagement. The effect of Managerial Support on engagement is weak but positive (β = 0.126, p = 0.075). Organisational Culture has partial mediation effect, enhancing the relationship between Empowerment (β = 0.505, p = 0.000) and Employee Engagement (β = 0.267, p = 0.002), as well as between Customer Centricity and engagement (β = 0.189, p = 0.002).
Conclusion: This research provides valuable insights for telecom companies in Abu Dhabi, focusing on the significance of empowerment and positive organisation culture to increase employee engagement that ultimately drive improved performance and competitive advantage.
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