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Increasing work engagement within businesses in the 4IR era: The predictors’ impacts

Author

Listed:
  • Foluso Adekanmbi

    (Ph.D., Department of Industrial Psychology and People Management, College of Business & Economics, University of Johannesburg, South Africa)

  • Wilfred Ukpere

    (Department of Industrial Psychology and People Management, College of Business & Economics, University of Johannesburg, South Africa)

Abstract

This investigation seeks to answer the research question of how employee creativity (EC), employee polychronicity (EP), high-performance human resource practices (HPHRP), and perceived organizational culture (POC) impact work engagement (WE) inside organizations in the 4IR period. Nine (9) businesses in Nigeria’s Lagos, Ogun, and Oyo States served as the study's sample. Data for this examination were gathered using a cross-sectional survey methodology, and respondents who agreed to participate in the investigation were randomly assigned questionnaires. Consequently, a simple random sampling method was used to select participants. Statistical software for social sciences (SPSS version 28) was analyzed on 261 of the 270 distributed questionnaires that were recovered and determined to be useable. This study demonstrated how POC, EC, EP, and HPHRPs all have a substantial, positive, and independent influence on the improvement and sustainability of WE in Nigerian companies operating in the 4IR era. In light of this, the research’s findings have helped sustain workplace engagement during the fourth industrial revolution, notably in Nigeria. The literature on creativity, polychronicity, high-performance human resource strategies, corporate culture, and job engagement has also benefited from its contributions. Key Words:Commitment, Innovation, Multiple-tasks, High-performance, 4IR, Nigeria

Suggested Citation

  • Foluso Adekanmbi & Wilfred Ukpere, 2023. "Increasing work engagement within businesses in the 4IR era: The predictors’ impacts," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(2), pages 89-99, March.
    • Handle: RePEc:rbs:ijbrss:v:12:y:2023:i:2:p:89-99
    DOI: 10.20525/ijrbs.v12i2.2360
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