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The Nexus between Employee Engagement and Performance Management Processes—Fruška Gora National Park (Serbia) Case Study

Author

Listed:
  • Aleksandra Vujko

    (Faculty of European Business and Marketing in Belgrade, European University, 11000 Belgrade, Serbia)

  • Darko Vuković

    (Geographical Institute “Jovan Cvijić” Serbian Academy of Sciences and Arts, 11000 Belgrade, Serbia
    Department of Economics and Industrial Engineering, Perm National Research Polytechnic University, 614990 Perm, Russia)

  • Dunja Demirović Bajrami

    (Geographical Institute “Jovan Cvijić” Serbian Academy of Sciences and Arts, 11000 Belgrade, Serbia
    Institute of Sports, Tourism and Service, South Ural State University, 454080 Chelyabinsk, Russia)

  • Olgica Zečević Stanojević

    (Faculty of European Business and Marketing in Belgrade, European University, 11000 Belgrade, Serbia)

  • Leposava Zečević

    (Faculty of European Business and Marketing in Belgrade, European University, 11000 Belgrade, Serbia)

Abstract

This study examines the nexus between employee engagement and the performance management process using the example of Fruška Gora National Park, Serbia. The main scientific problem is to refocus awareness on performance management systems and to investigate methods to upgrade employee engagement. The paper starts with the main hypothesis that employee engagement is a main factor for increasing employee efficiency. The practical tasks of this study are to define the relationship between employee engagement and performance management processes, and to find out what creates employee engagement. Since national parks have a lot of specifics as an organization, we proposed that their employee engagement is much more pronounced. The research was carried out on 103 employees of the Fruška Gora National Park, Serbia. Our findings indicate that employee engagement is directly proportional to the feeling of belonging to the company; further, if employees feel that a superior appreciates their work and effort, this will also increase employee engagement. Finally, a successful performance management process will positively impact employee engagement.

Suggested Citation

  • Aleksandra Vujko & Darko Vuković & Dunja Demirović Bajrami & Olgica Zečević Stanojević & Leposava Zečević, 2022. "The Nexus between Employee Engagement and Performance Management Processes—Fruška Gora National Park (Serbia) Case Study," Sustainability, MDPI, vol. 14(18), pages 1-13, September.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:18:p:11489-:d:914111
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    References listed on IDEAS

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    1. Wilmar Schaufeli & Marisa Salanova & Vicente González-romá & Arnold Bakker, 2002. "The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach," Journal of Happiness Studies, Springer, vol. 3(1), pages 71-92, March.
    2. Sajid Hussain Awan & Nazia Habib & Chaudhry Shoaib Akhtar & Shaheryar Naveed, 2020. "Effectiveness of Performance Management System for Employee Performance Through Engagement," SAGE Open, , vol. 10(4), pages 21582440209, October.
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