Date
6-2020
Department
Graduate School of Business
Degree
Doctor of Business Administration (DBA)
Chair
Steven V. Cates
Keywords
Employee Engagement, Job Satisfaction, Organizational Commitment, Supply Chain Management, Middle East
Disciplines
Business | Human Resources Management
Recommended Citation
Prang, Phaylinh "Tia" Nosavan, "What Is the Relationship between Employee Engagement and Job Satisfaction to Organizational Commitment in Supply Chain Management? An Examination of These Causal Factors in Supply Chain Managers in the Middle East" (2020). Doctoral Dissertations and Projects. 2514.
https://digitalcommons.liberty.edu/doctoral/2514
Abstract
In the Middle East, one of the biggest challenges facing supply chain business leaders was the expatriate assignment failures, an average turnover rate of 12%, with the main reason an inability to cope with lifestyle adjustments due to cultural and family pressures. Additionally, fifty-one percent of expatriates leave the multinational corporation (MNC) within two years of repatriation (De Ruiter, Lub, Jansma, and Blomme, 2018; Haak-Saheem, Darwish, & Al-Nasser, 2017; Stoermer, Haslberger, Froese, & Kraeh, 2018). The Middle Eastern workforce showed the disproportionate ratio of expatriates to local nationals in which nearly 99% of employees in the private sector in the United Arab Emirates (UAE) were expatriates (De Ruiter et al., 2018 & Haak-Saheem et al., 2017). The purpose of this quantitative correlation study is to examine the relationship between independent variables (employee engagement-EE and job satisfaction-JS), and dependent variable (organizational commitment-OC) in the supply chain managers of the Middle East organization. The findings of this study showed that there are statistically significant relationships among EE, JS, and OC, indicating the p-values lower than the alpha level of 0.05 for all variables. The findings also showed that age does have a moderating effect on the relationship between EE and OC, Beta = 0.115, p = 0.049, but not in the relationship between JS and OC. Conversely, gender, nationality, and tenure showed no moderation effect in the relationships among EE, JS, and OC. Recommendations to increase both EE and JS are (1) increase EE through organizational culture, gender-balanced management teams, self-efficacy, work-life balance, and a supportive work environment, and (2) increase JS through effective communication, employee development, rewards and recognition, and supervisor support.
