WORK ENGAGEMENT AND ORGANIZATIONAL

COMMITMENT OF EMPLOYEES IN CAVITE,

PHILIPPINES

PSYCHOLOGY AND EDUCATION: A MULTIDISCIPLINARY JOURNAL

2023
Volume: 8
Issue: 7
Pages: 807-819
Document ID: 2023PEMJ692
DOI: 10.5281/zenodo.7905538
Manuscript Accepted: 2023-05-08 04:40:09
Psych Educ, 2023, 8(7): 807-819, Document ID: 2023PEMJ692, doi:10.5281/zenodo.7905538, ISSN 2822-4353
Research Article

Work Engagement and Organizational Commitment of Employees in Cavite,

Philippines
Anderson Ray Arcadio*, Darwin Diola, John Mark Distor
For affiliations and correspondence, see the last page.

Abstract

Employee’s work engagement and organizational commitment are factors influencing employee retention in the retail industry
particularly in Supermarket. This study utilized a descriptive comparative design and descriptive correlational design that
defined the relationship of the work engagement and organizational commitment of the employees. The study found that the
employees have a high level of work engagement regardless of their age, sex, length of service, and job level. However, there
is a significant difference found in employees’ level of work engagement in the variable of the length of service, and the
dimension of vigor. This shows that a high level of activity affects their performance whether they stayed shorter or longer in
the company. Also, a significant difference was found in the variable of job level, and the dimension of dedication. This means
that some employees’ position or level of job affects their motivation at work. Thus, no significant difference was found in the
other variables mentioned. Additionally, the study revealed that employees have a high organizational commitment regardless
of their age, sex, length of service, and job level. This result indicated that employees are more committed to their job. Also,
the commitment of employees shows that the company is aligned with their career goals which improve organizational
performance. Furthermore, it was found in the study that work engagement has a significant relationship with organizational
commitment. Employees' overall work engagement is correlated with their organizational commitment. Work engagement and
organizational commitment were found to be inextricably linked.

Keywords: Work Engagement, Supermarket, Organizational Commitment, Retail Industry, Vigor

Introduction engagement is characterized by a high level of energy

Work engagement is a motivational component of
employees' attachment to their roles (Kahn, 1990).
One of its most popular formulations states that work
engagement is a positive, fulfilling, work-related state
of mind characterized by vigor, dedication, and
absorption (Schaufeli, 2002). It has been widely
studied as a potential predictor of performance
(Lisbona et al., 2018) or positive affect (Demerouti et
al., 2004). Similarly, Schaufeli & Bakker, (2004)
define work engagement as "the psychological state
that accompanies the behavioral investment of
personal energy". Aside from that work engagement
has been widely studied as a potential predictor of
performance (Ruiz-Zorrilla et al., 2020).
Furthermore, vigor here signifies the willingness to
work continuously for long hours, willingness to go to
the workplace in the morning with high energy levels
(Gera et al., 2019), and being trusted to work remotely
was claimed to increase the persons work motivation
and dedication (Oksanen, 2019). And as, Durairaj et
al., (2019), absorption in the work requires
concentration and being engrossed in people's work,
whereby passing time will be intangible and being
detached from the job has some difficulties for the
respondents.
Moreover, Demerouti et al.(2008) argued that work
and strong identification with one's work. Hence,
Kahn, (1990) discussed that it is a harnessing of
organization members' selves to their work roles: in
engagement, people employ and express themselves
physically, cognitively, emotionally, and mentally
during role performance.
In contrast, based on the study of Porter et al.(1973),
organizational commitment is "a strong belief in and
acceptance of organizational goals and values,
willingness to exert considerable effort on behalf of
the organization, define desire to maintain
organizational membership". And, Allen & Meyer,
(1990) developed a three-component model, consisting
of affective commitment, continuance commitment,
and normative commitment. Similarly, organizational
commitment is a psychological mindset that binds an
employee to the organization (Meyer, 1990) and
enables individuals to decide whether they want to
continue working for the organization or not (Hunaiti
et al., 2009). It was found that organizational
commitment has an important influence on
performance (Jaramillo et al., 2005) and the more
employee of the organization feels engaged in work,
the more level of organizational commitment he has
(Trofimov et al., 2017). Also, to improve
organizational commitment it should pay attention to
its' human resource practices (Anttila, 2014).

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Research Article
In addition, Esther et al., (2019), studied that affective
commitment remains an essential factor in key
outcomes such as work performance and productivity.
Relevant to, Nazneen & Miralam, (2017) make clear
that normative commitment reflects an individual's
sense of moral obligation to remain with the
organization. In the study of Allen & Meyer, (1991),
continuance commitment is the costs (i.e. friendships
with colleagues in the workplace, etc.), of leaving the
organization, therefore, an employee may not want to
leave the organization due to high costs of losing
organizational membership.
On the other hand, different studies were conducted
that shows engagement is expressed by individual
workers through their work performance, their work
behavior is often are a reflection of the kind of
organizational environment where they are working
thereby leading to organizational commitment and
development (Agu, 2015, Albdour & Altarawneh,
2014, Ambar, 2015).
Based on the discussions about the definition between
employee work engagement and organizational
commitment, it establishes that the two aspects were
aid in the development and advancement among all
employees inside a supermarket business, as well as
the company itself. Hence, the primary motivation for
conducting this study was the researcher's almost five
years of experience in the retail industry.
In this study, finding the connection between the work
engagement and organization commitment of the
employees was analyzed and find out their significant
relationship. The researcher would want to examine
the engagement and commitment of employees,
particularly in the supermarket in Cavite, Philippines.
Literature Review
.
Methodology
Research Design
This study utilized a descriptive comparative design
and descriptive correlational design that defined the
relationship of the work engagement and
organizational commitment of the employees in a
selected supermarket in Cavite, Philippines.
Descriptive designs collect information about variables
without changing the environment or manipulating any
Anderson Ray Arcadio
variables (Drummond & Murphey-Reyes, 2017). The
purpose of correlational studies is to discover and then
possibly measure, relationships between two or more
variables (Salkind, 2013). It is a statistical procedure
used to measure and describe the relationship or
association between two variables (Drummond &
Reyes, 2017).
Respondents and Sampling Technique
The respondents of the study were employees with at
least 6 months of experience in the selected
Supermarket in Cavite, Philippines. The study utilized
stratified random sampling. Stratified random
sampling with W.G. Cochran's Test to determine the
sample size per stratum (Aoyama, 1954).
Data Gathering Instrument
An adapted questionnaire was used to gather the data
that answered the objectives of the study. The adapted
questionnaires from (Abun et al., 2020, Bay et al.,
2014) were utilized in gathering the data from the
respondents. Part I of the questionnaires gathered the
demographic profile where the name is optional, age,
sex, length of service, and job level was its content.
Meanwhile, Part II of the questionnaires is part of the
instrument for the survey proper on the Work
Engagement and Organizational Commitment.
The questionnaires for work engagement consist of 17
statements are from (Schaufeli & Bakker, 2004) this
was used in measuring all of its aspects. In the
meantime, the questionnaires used by Allen & Meyer,
(1990) is consist of 22 statements that were utilized in
measuring the aspects of Organizational Commitment.
The study used a liker scale to measure the aspects of
Work Engagement and Organizational Commitment.
Validity and Reliability
The modified adapted questionnaires as the instrument
that was used in this study undergo a content validity
ratio by Lawshe. It used 15 validators using the
formula where CVR stands for content validity ratio,
ne is the number of panel members consider an item
"essential" and lastly N is for the number of panel
members (Ayre & Scally, 2014).
After validating the instrument, the researcher was
pilot test the internal consistency of the data using
Cronbach's Alpha reliability test for 30 respondents
that were not included in the actual respondents. The
passing score for Cronbach's Alpha is 0.70.
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Research Article
Data Gathering Procedures
After the validation, the researcher sends a letter to the
selected Human Resource Officer from Supermarket
for approval in conducting the study. The distribution
was through an online survey using private messages
or sending an email to the respondents.
Ethical Considerations
The researcher observed confidentiality, the
respondents have the right to withdraw to participate in
the study. The researcher provided the respondents
with the informed consent form. The researcher did
not include the name of the respondents and the name
of the supermarket.
Statistical Treatment
For problems No. 1 and 2, in determining the work
engagement and organizational commitment when the
respondents will be taken collectively and grouped
according to age, sex, length of service, and job level,
mean and standard deviation was used.
However, for Problems No. 3 and 4, in finding out the
significant difference of the Work Engagement and
Organizational Commitment when the respondents
grouped according to age, sex, and length of service, t-
test/ Mann Whitney-U test was used, while when the
respondents grouped according to job level, ANOVA /
Kruskal Wallis was applied depending on normality
and homogeneity of the data sets.
And finally for Problem 5, to determine the significant
relationship between Work Engagement and
Organization Commitment, Pearson Product Moment
of Correlation/spearman rho were utilized depending
on normality and homogeneity of the data sets.
Result
This section presents the results and discussions
supported by implications and various related literature
and studies.
Table 1.Employee's Level of Work Engagement in a
Supermarket When Taken Collectively (n=109)
Anderson Ray Arcadio
Figure 1. .
The result showed that the respondent's level of work
engagement was high, an indication that employees
were highly engaged in their work in a Supermarket.
Amongst the three dimensions, the result showed that
vigor is the top that prevailed, and absorption is the
bottom. This is an indication that employees
accomplished their task in a supermarket to deliver
good performance with a high level of energy, exert
more effort, and enthusiasm but, time matters to them
that they're not fully engrossed with their work. The
supermarket should understand the concept of work
engagement to find a way in balancing everything to
achieve high performance from the employees.
Good performance results require a person's level of
awareness to carry out duties and responsibilities
(Bakker et al., 2008). Someone will tend to do useful
things for the organization on their awareness and will
be driven towards positive tendencies behavior
(Shirom & Melamed, 2006). It can be concluded that
vigor has a positive influence on employee
performance. This logic is supported by research
results which state that vigor has a significant positive
effect on employee productivity (Srie Intan Maisyuri
& Ariyanto, 2021), performance, contextual, and task
performance (Hanaysha, 2016). In contrast, A high
level of absorption will result in better performance,
because absorption represents an attitude of
concentration and seriousness in work (Rayton &
Yalabik, 2014).
Table 2.Employee's Work Engagement in a
Supermarket When Grouped According to Age
(n=109)
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Research Article
Figure 2. .
The finding showed that both younger and older
employees yielded a high level of work engagement in
a supermarket. Younger employees are focused on
delivering a vigorous attitude towards their work while
older employees are more dedicated towards their
work. On the other hand, based on the results both age
groups are not focusing on immersing and engrossing
themselves in the workplace.
According to Bal & De Lange, (2015), organizations
need to find ways to create work environments that
satisfy the specific needs of employees of different age
groups. Furthermore, At a young age, when time
horizons are perceived as unconstrained, individuals
tend to focus on long-term goals such as expanding
their resources, acquiring new skills, knowledge, and
experiences (Carstensen et al., 2003). By contrast, at
an older age, when individuals perceive their time
horizons to be constrained, they start to focus more on
short-term goals directed at maintaining positive
emotions and psychological well-being (Carstensen et
al., 2003). Moreover, showed that older workers
demonstrate stronger career identity and job
engagement than younger workers (Kim & Kang,
2017).
Table 3. Employees Level of Work Engagement in a
Supermarket When Grouped According to Sex
(n=109)
Anderson Ray Arcadio
Figure 3. .
Both male and female employees obtained a high level
of work engagement in the supermarket. In contrast,
male and female employees were all agreed in the
dimension of the vigor that both sexes are showing a
high level of energy, enthusiasm, and exert more effort
to their work. However, male, and female employees
have least engrossed and immersed in their job.
Gender is suggested to be related to vigor because
women might anticipate more household-related tasks
when coming home from their jobs what might reduce
vigor (Jansen, 2014). Work engagement is constructed
and investigated in the literature, as with many
concepts in business and management literature is
assumed, implicitly, to be gender-neutral where
women and men can equally demonstrate their
engagement in the workplace (Banihani et al., 2013).
Older individuals might experience work as more
fatiguing which leads to reduced vigor and absorption
(Uchino et al., 1999).
Table 4.Employee's Level of Work Engagement in a
Supermarket When Grouped According to Job Level
(n=109)
Figure 4. .
The result showed that both rand-and-file and mid-
level management employees achieved a high level of
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work engagement in a supermarket while the
intermediate or supervisory employees achieved a very
high level of work engagement. Rank-and-File and
Mid-level Management employees have yielded the
same highest score in Vigor and lowest in Absorption.
This is an indication that both employees are highly
energetic and enthusiastic in their work. However,
time is important for these employees. Also,
intermediate employees are devoted to the work that
they put enough dedication into it. The supermarket
should focus on studying what could be the factors that
affect the employees that they don't feel being
immersed in their work.
The concept of employee engagement is always taken
into consideration in managing people in the
workplace. Whether an employee is an executive, top
or middle manager, rank and file employee, or an
outsource one (Peñaflor & Juevesa, 2021). In today's
work life, organizations are aware that members
cannot be satisfied only by being kept away from
negative conditions. Attention is paid to the strengths
of individuals, optimal functioning, and positive
experiences at work (Altunel et al., 2015). On the other
hand, Rank and file employees experience the
management practices of trusting employees; clear
communication; teamwork and collaboration;
inconsistency of policy implementation; and lack of
recognition. Experiences can cause engagement or
disengagement of the employees in the workplace
(Peñaflor & Juevesa, 2021). Also, people work and
express physically, cognitively, and emotionally
directed to show their performance (Porter et al.,
1973).
Table 5.Employee's Level of Work Engagement in a
Supermarket When Grouped According to Length of
Service (n=109)
Figure 5. .
The data revealed that employees with shorter and
longer lengths of service in a supermarket have a high
level of work engagement. Moreover, employees that
Anderson Ray Arcadio
have a longer length of service are still delivering
vigorously in their work regardless of if they're
tenured in the company while employees with a
shorter length of service are on the edge of adjusting
and discovering their perception towards the
supermarket.
Seniority does have an impact on employee
engagement and retention risk is the main factor that is
considered with the shortest length of service
(Hinzmann et al., 2019). Also, Engagement levels
decline as the length of service increases (Briner,
2014). Moreover, a long-serving employee may be less
engaged but due to their excellent knowledge of the
business may be more productive than their shorter
time served more engaged counterpart (Briner, 2014).
Table 6. Employee's Organization Commitment in a
Supermarket When Taken Collectively (n=109)
Figure 6. .
The result showed that the respondent's organizational
commitment was high, an indication that employees
were committed in their work in a Supermarket.
Amongst the three dimensions, the result showed
normative is the top that prevailed, and affective is the
bottom. This is an implies employees will have a hard
time leaving the company to find new job that will
compete with higher or the same compensation.
Additionally, employees believe that loyalty is
imperative for them that it translate to a sense of moral
obligation to stay in the company. However, they think
that problems that the company also experiencing their
obligation. The supermarket should build more
established employee-employer relationship because it
will help the employees to manage and understand
their perspective about the problems in the company.
On the other hand, retaining or giving more emphasis
to the benefits, compensation, etc. will avoid high
employee retention.
Predominantly, continuous commitment may be
viewed as a tool linked to the organization, where
individuals' affiliations with the organization are based
on the evaluation of the economic advantages acquired
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(Beck & Wilson, 2000). Also, individuals stay in

organizations because of the investments they have
made as a result of their time spent there, not because
they want to (Allen & Meyer, 1990). Moreover, an
employee may remain with an organization if he or she
believes the individual costs of quitting are also
significant (Radosavljevic et al., 2017). Though,
committed personnel are more likely not just to stay
with the business, but also to put in more effort on
behalf of the organization's success, and hence are
more likely to perform better than uncommitted
individuals (N. J. Allen & Meyer, 1998). Figure 8. .

Table 7.Employee's Organizational Commitment in a

Both male and female employees obtained a high
Supermarket When Grouped According to Age
organizational commitment in the supermarket. In
contrast, male and female believe that the most
important factor while working in the supermarket that
makes them committed is loyalty. However, both male
and female employees have least felt of being attached
to the company because they think that working
professionally is more important.

Further research indicated that men and women had

the same level of organizational commitment (Suki &
Figure 7. . Suki, 2012). More precisely, we evaluate whether
gender explanations are more suited to explaining
individual variations in commitment to change as well
The finding showed that both younger and older
as perceptions of the process and environment
employees yielded a high organizational commitment
variables impacting this (Deprez et al., 2012).
in a supermarket. Younger employees are in the stage
Moreover, higher equity perceptions in the
of adjusting and knowing the company. They feel that
organization would also signal to men and women that
the Supermarket has the strong sense of empathy to
the organization values pay for performance and that
their employees. On the other hand, older employees
women, if they perform well, have the opportunity to
are pleased with company they intend to stay the rest advance their own earning potentials and careers,
of their career with it while. Based on the results, which could result in higher levels of commitment to
younger employees thinks that the company is not the organization (Anderson & Shinew, 2003).
enough for them while older employees are highly
committed to the company. Table 9.Employee's Organizational Commitment in a
Supermarket When Grouped According to Job Level
Age and tenure are two major antecedents of OC, (n=109)
partly because they are regarded as the primary
markers of side-bets (Becker, 1957). Pertaining to,
employees have amassed and assessed investments in
the late phases of work (Cohen, 1993). Moreover,
levels of OC varies based on the individual's
opportunities and the availability of compelling
alternatives in the early career stage (Farrell &
Petersen, 1984). For example, when an employee's
tenure grows, he or she earns seniority and contacts
inside the business (Becker, 1957).
Figure 9. .
Table 8. Employees Organizational Commitment in a
Supermarket When Grouped According to Sex The result showed that all job level employees in a
(n=109) supermarket got a high organizational commitment.

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Rank-and-File and Supervisory employees have
yielded the same highest score in normative and lowest
in affective. This means that both employees are loyal
to the company. They do have a sense of obligation
and feeling of attachment to the company. However,
its their choice to remain committed to the company.
Also, mid-level management employees are committed
due to their own economics or compensation matters
to them. These employees can be easily manipulated
by the changing power of economics.
The impacts and outcomes of organizational and
individual employee commitment are referred to as
workplace commitment consequences (Fornes &
Rocco, 2004). Similarly, affective commitment
increases competition, accountability, and the drive to
enhance overall job performance (Konovsky &
Cropanzano, 1991). Employees who are allowed to
participate in decision-making and are given the
authority to carry out their duties have higher levels of
organizational commitment (N. Allen & Meyer, 1990).
Moreover, when employees see a fair, trusting, and
egalitarian workplace, affective commitment and
commitment between peers and supervisors are
strengthened (Konovsky & Cropanzano, 1991).
Table 10. Employee's Organizational Commitment in a
Supermarket When Grouped According to Length of
Service (n=109)
Figure 10. .
The data revealed that employees with shorter and
longer lengths of service in a supermarket have a high
organizational commitment. Moreover, employees
with shorter and longer length of service thinks that
working in a supermarket demonstrates a sense of duty
and allegiance to the organization. As a result,
employees who demonstrate this degree of dedication
feel obligated to commit. However, these employees
somehow feel, based on the data a negative feelings
associated in the company. The company should
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conduct monthly checking on the welfare of their
employees to avoid negative feedback and conations.
Commitment, in its affective definition, refers to an
employee's emotional attachment to the company,
which represents the degree to which the individual
wants to be a part of it. The employee wants to be
associated with the company and to be active in its
operations. (N. Allen & Meyer, 1990). On the other
hand, employees that have a high level of normative
commitment believe they should stay with the
company (Johar et al., 2019). Additionally, the
normative commitment scale, in turn, is related to the
sense of moral responsibility to remain in the
organization, which is based on employee loyalty
(Fornes & Rocco, 2004). Moreover, employees with
great emotional commitment work in organizations of
their own free desire, not under duress (Radosavljevic
et al., 2017).
Table 11. Significant Difference in the Employee's
Level of Engagement in a Supermarket when grouped
according to age, sex, and length of service.
Figure 11. .
On the significant difference when grouped according
to the length of service. In the dimension of vigor
having p-values of 0.037<0.005 there is a significant
difference. This revealed that there was significant
difference in terms of vigor whether you stayed shorter
or longer in the organization. Hence, the hypothesis
was rejected. On the other hand, the finding illustrated
no significant difference in absorption and dedication.
Thus, hypothesis is accepted.
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When grouped according to job level, it showed
significant difference in dedication having a p-values
of 0.038<0.05. This means that some of employees
don't find their work full of meaning purpose. Hence,
hypothesis was rejected. On the other hand, other
dimensions such as vigor and absorption illustrate that
there's no significant difference in the employee's level
of work engagement regardless of the job level. Thus,
hypothesis is accepted.
better positioned to accumulate a wealth of job and
personal resources, giving them the time and energy to
go above and beyond their official job responsibilities
and demonstrate the extra-role behaviors that benefit
the company (Bakker & Bal, 2010).
Table 12.Significant Difference in the Employee's
Organizational Commitment in a Supermarket when
grouped according to age, sex, and length of service.

It was affirmed in the study of Bond, (2013), that they

discovered that employees' contentment with younger
and older peers was substantially connected to
engagement. Older workers were more engaged in
perceived age similarity than younger workers. As a
result, they were identified as a strategy for engaging
mature workers by surrounding them with individuals
with whom they are happy, which encourages
engagement. They also discovered that having both
younger and older coworkers who were judged to be
competent made employees feel more involved in their
jobs (Avery et al., 2007).

Correspondingly, this premise of gender neutrality

implies that disparities in work engagement are due to
individual differences, and that both men and women
may display engagement (Banihani et al., 2013). Also,
gender has no statistically significant link with the
three sub-scales of the Utrecht Work Engagement
Scale, according to the data (that is, vigor, dedication,
and absorption). In terms of the three UWES
subscales, there were no significant mean differences
between male and female employees
(Tshilongamulenzhe & Takawira, 2015).
Additionally, organizations require high-performing
personnel to fulfill their objectives, produce
specialized goods and services, and ultimately gain a
competitive edge (Sonnentag, 2003). On the other
hand, the negative association between engagement
and length of service clearly indicates a gap between
how employers seek to treat their employees and how
employees feel about their jobs (Sandeep et al., 1986).
Moreover, because vigor is strongly tied to employee
motivation at work, employee spirit at work can boost
employee performance and organizational
effectiveness (Srie Intan Maisyuri & Ariyanto, 2021).
Moreover, employees with a strong feeling of duty and
involvement become valuable assets in any
corporation (Deligero, J.C.L. & Laguador, 2013). On
the other hand, there are employees who are very
engaged at work, yet their devotion does not transfer
into excellent performance (Deligero, J.C.L. &
Laguador, 2013). Employees who are engaged are
Figure 12. .
In the study of Cohen, (1993), according to the
available information, age and organizational
commitment are strongly linked and found a U-shaped
relationship between age and commitment. Also, there
are modest but substantial positive relationships
between age and organizational commitment,
according to meta-analytic research (N. J. Allen &
Meyer, 1990). As a result, age is predicted to be a
significant factor of OC in the early stages of a career
(Ornstein et al., 1989) and the OC-age relationship is
expected to be stronger in early career phases
(Haywood et al., 2006).
However, it was affirmed in the study of Aydin et al.,
(2011), several studies have been conducted on the
association between organizational commitment and
gender. Similarly, revealed that organizational
commitment and gender had a consistent connection
(Porter et al., 1973). On the other hand, some gender
debates concentrate on the idea that men and women
have distinct psychological qualities that lead to
differing levels of commitment (Marsden et al., 1993).
However, in multivariate analysis, the finding that
there is no gender difference in identity commitment is
consistent with certain studies (Sun, 2006).

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Moreover, another remarkable finding in the study of
Payod et al., (2021), is the link between length of
employment and the employee's emotional
commitment to the company. And, in the study of
Ismail, (2012), also revealed that the number of years
in a position is highly associated to organizational
commitment, as does the length of service. Also, as
you advance in your career, you get more skills,
knowledge, responsibility, and autonomy, which leads
to higher levels of satisfaction and organizational
commitment (Kelly, 2015).
Furthermore, keeping and allowing employees to stay
longer strengthens their emotional tie to the company.
However, it is influenced by the individual's job level
and term in office. The stronger the bond, the more
secure and fulfilling it is (Payod et al., 2021). Also,
such high levels of organizational commitment of the
surveyed employees may constitute a very good
position of their jobs (Planer, 2019). On the other
hand, in terms of the respondents' personal
characteristics, the data demonstrated that
demographic variables such as age, gender,
experience, and position affected their commitment to
an extent (Fernando & Santos, 2014). Moreover,
employees with higher positions in the organization
are shown to be more committed to the organization
(Eleswed & Mohammed, 2013).
Table 13. Significant Relationship between Work
Engagement and Organizational Commitment of the
Employees in a Supermarket
Figure 13. .
The result of the study appeared that there was a
significant relationship between work engagement and
organizational commitment of the employees in a
Supermarket with a p-value of 0.000<0.05, which
resulted into the rejection of the hypothesis.
Organizational commitment and work engagement
have a significant positive relationship, with the
dedicated employee being more engaged at work and
vice versa (Beukes & Botha, 2013). Also, their work
engagement and organizational commitment are
extremely important in a company (Aktar & Pangil,
2017). On the other hand, they also claimed that
Anderson Ray Arcadio
workers who have a strong desire to be a part of the
company would get organizational value that matches
their personal worth, resulting in increased
commitment to the company (Rani et al., 2020).
Moreover, employees who are deeply committed to
their existing employers are more likely to be engaged
at work. It means that a change in organizational
commitment is likely to increase work engagement
(Ahuja & Gupta, 2019).
Discussion
This study concludes that the employees in a
Supermarket are very engaged in their work. The
findings showed that employees in the supermarket
have a positive outlook and are intensely attached to
their work. This would mean that they exert more
effort, time, and energy. Likely, it implies that
employees in the supermarket still work
enthusiastically and immensely even when problems
are encountered. Also, the high work engagement
signifies that employees have a high level of
confidence and a good relationship with their
company.
Moreover, the study also showed that employees'
organizational commitment is high. This indicates that
employees hold a positive attitude towards their
company which signifies that they're satisfied with the
economic factors such as salary, benefits, etc. in the
company. Similarly, they showed that they're obliged
to remain and work committedly in the company
because their emotional, physical, and cognitive state
are healthy. Hence, employees showed a balance
between their career development and the company
which connotes a good aspect.
The purpose of this study was to investigate the
relationship between employee work engagement and
organizational commitment in a Supermarket. The
findings revealed a significant and positive
relationship between work engagement and
organizational commitment. As a result, the greater the
level of employee work engagement, the greater the
level of organizational commitment, and the lower the
level of employee work engagement, the lower the
level of organizational commitment.
Given that employees display only a high level of
work engagement not very high, the Supermarket may
look at the option of enhancing their career
advancement and building a strong employee-
employer relationship program. Although the result
showed that employees have a high work engagement
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Research Article
and organizational commitment, the company should
also consider developing and enhancing their programs
that will improve the career and relationship of the
employees to the company. This includes career
mapping (self-assessment and self-career map), career
advancement an intensive, week-long, leadership
seminar, and one-on-one sessions with HRD and the
management team.
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Affiliations and Corresponding Informations
Corresponding: Anderson Ray Arcadio
Email: arcarcadio@nu-dasma.edu.ph
Phone:
Anderson Ray Arcadio:
National Univeristy, Philippines
Darwin Diola:
Polytechnic University of the Philippines
John Mark Distor:
Polytechnic University of the Philippines
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