YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF COMMERCE

Bachelor of Commerce (BCom)

2023 - 2024 Academic Year

EMPLOYEE ENGAGEMENT IN MARLARMYAING

PUBLIC COMPANY LIMITED

KHIN KHIN SU YI
IV Comm - 56

SEPTEMBER, 2024
 YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF COMMERCE

EMPLOYEE ENGAGEMENT IN MARLARMYAING

PUBLIC COMPANY LIMITED

2023 - 2024 Academic Year

Supervised by: Submitted by:

Daw Wah Wah Pyae Oo Ma Khin Khin Su Yi

Tutor IVcomm-56
Department of Commerce 2023 - 2024

Yangon University of Economics

 YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF COMMERCE

Accepted by the Board of Examiners of Department of Commerce, Yangon

University of Economics, in partial fulfillment for the requirements of the Bachelor
Degree, Bachelor of Commerce (BCom).

BOARD OF EXAMINERS

(Chairperson)
Prof. Dr. Thynn Thynn Myint
Professor and Head

(Examiner) (Examiner)

Prof. Dr. Aye Thu Htun Daw Tin Cho Latt

Professor Lecturer

SEPTEMBER, 2024
 ABSTRACT

The main objectives of this study are to identify the factors influencing
employee engagement in Marlarmyaing Public Company Limited and to analyze the
effect of these factors on employee engagement. The study was conducted at the
company's Head Office using a simple random sampling method, with a sample of
126 employees chosen based on Taro Yamane's formula. The results of the multiple
regression analysis reveal that Job Characteristics, Reward & Recognition, and
Organizational Support have a significant effect on employee engagement, while
Organizational Justice and Internal Communication do not affect employee
engagement. As a recommendation, Marlarmyaing Public Company Limited should
offer equal career advancement opportunities and ensure that individual contributions
are recognized in outcomes. Additionally, the company should enhance
communication channels by providing timely, clear information and encouraging
employees to share their ideas.

i
 ACKNOWLEDGEMENTS

I truly want to express my deep gratitude and appreciation to the following

people for their kind guidance and support throughout the duration of the time until
the completion of this term paper.

Firstly, I would like to express my tremendous thanks to Dr. Tin Tin Htwe,
Rector of Yangon University of Economics and the Pro Rectors of Yangon University
of Economics for giving the chance to me to attend the Bachelor Degree.

Secondly, I would like to thank to Prof. Dr. Thynn Thynn Myint, Head of
Department of Commerce, who is also my in-charge for giving the valuable advice
and instruction to me for accomplishing the term paper.

I would like to express my deep and sincere gratitude to my supervisor, Daw

Wah Wah Pyae Oo, Tutor of Department of Commerce, who had been guiding me
patiently from the very beginning until the completion of this term paper.

I truly thank my family and friends who have given their support and
encourage throughout my study.

ii
 TABLE OF CONTENTS
Page

ABSTRACT i

ACKNOWLEDGEMENTS ii

TABLE OF CONTENTS iii

LIST OF TABLES iv

LIST OF FIGURES v

CHAPTER 1 INTRODUCTION 1

1.1 Rationale of the Study 3

1.2 Objectives of the Study 4

1.3 Research Questions of the Study 4

1.4 Scope and Method of the Study 5

1.5 Organization of the Study 6

CHAPTER 2 THEORECTICAL BACKGROUND

2.1 Employee Engagement 7

2.2 Related Theories 8

2.3 Factors Influencing Employee Engagement 10

2.4 Previous Studies 13

2.5 Conceptual Framework 16

2.6 Working Definition 18

CHAPTER 3 BACKGROUND INFORMATION AND

EMPLOYEE ENGAGEMENT PRACTICES

OF MARLARMYAING PUBLIC COMPANY

LIMITED

3.1 Agriculture and Fertilizer Industry in

Myanmar 19

iii
 3.2 Profile of Marlarmyaing Public Company

Limited 20

3.3 Employee Engagement Practices in

Marlarmyaing Public Company Limited 23

CHAPTER 4 ANALYSIS OF EMPLOYEE

ENGAGEMENT IN MARLARMYAING

PUBLIC COMPANY LIMITED

4.1 Research Design 26

4.2 Demographic Profile of Respondents 26

4.3 Descriptive Analysis of Factors

Influencing Employee Engagement 29

4.4 Descriptive Analysis of Employee

Engagement 35

4.5 Reliability Analysis 37

4.6 Correlation Analysis of Influencing

Factors and Employee Engagement 37

4.7 Multiple Regression Analysis of

Influencing Factors and Employee

Engagement 38

CHAPTER 5 CONCLUSION

5.1 Findings and Discussion 41

5.2 Suggestions and Recommendations 44

5.3 Needs for Further Research 46

iii
 LIST OF TABLES

Table No. Particulars Page

4.1 Number of respondents by Gender 27

4.2 Number of respondents by Age 27

4.3 Number of respondents by Level of Education 28

4.4 Number of Respondents by Marital Status 28

4.5 Number of Respondents by Working Experience 29

4.6 Descriptive Analysis of Job Characteristics 30

4.7 Descriptive Analysis of Reward & Recognition 31

4.8 Descriptive Analysis of Organizational Justice 32

4.9 Descriptive Analysis of Organizational Support 33

4.10 Descriptive Analysis of Internal Communication 34

4.11 Overall Mean Values of Factors Influencing Employee

Engagement 35

4.12 Descriptive Analysis of Employee Engagement 36

4.13 Reliability Analysis 37

4.14 Correlation Analysis of Influencing Factors and Employee

Engagement 38

4.15 Regression Analysis of Influencing Factors and Employee

Engagement 39

iv
 LIST OF FIGURES

Figure No. Particulars Page

2.1 Conceptual Framework of Previous Study (1) 14

2.2 Conceptual Framework of Previous Study (2) 15

2.3 Conceptual Framework of Previous Study (3) 16

2.4 Conceptual Framework of the Study 17

3.1 Organizational Structure of Marlarmyaing Public Company

Limited 23

v
 CHAPTER 1
INTRODUCTION

Republic of the Union of Myanmar's economy relies primarily on agriculture

due to its abundant fertile land and water resources. Myanmar's economy has
traditionally relied heavily on agriculture, and it remains a fundamental industry.
Approximately 75% of the country's population resides in rural areas and depends on
agriculture and animal husbandry for a living. The agricultural industry not only
contributes significantly to the country's GDP but also serves as a primary source of
employment for a large portion of the population. With 63% of the labour force
employed, the agricultural industry has made a substantial economic contribution to
Myanmar in recent years (Nyein Zin Soe, 1999). The sector's progressive
achievements, including advancements in production, services, and trade, have played
a crucial role in the nation's overall development.

Considering that Myanmar is an agricultural country, agricultural-related

companies are also impactful for the nation's economy. Among the numerous
companies operating in the agricultural industry, Marlarmyaing Public Company
Limited stands out as one of the major players. It offers a range of services including
distribution, retail and wholesale, export, and manufacturing of agricultural-related
products such as seeds, fertilizer, medicines, and equipment. As Myanmar heavily
relies on agriculture, companies like Marlarmyaing play a vital role in the nation's
economy, by supporting farmers to enhance productivity and increase their income.
Given their substantial contributions to the agricultural industry, the success of
companies like Marlarmyaing is very crucial for the economic development of
Myanmar.

Every company aspires to be successful and dominant within the field it

operates in. They attempt different strategies to attain this and ultimately realize how
vital their human capital is. Employees are a company's most valuable asset since
their skills, competencies, and overall job satisfaction affect the company's ability to
thrive in the market. Employee engagement, which encompasses being motivated,
satisfied, and passionate about their work, is crucial for employees to perform their
jobs effectively. Managing employees in a way that enhances their level of
engagement with the company is also important. Engaged employees put significant

1
effort into their work because they identify with it. Employee engagement is the
degree to which an employee is dedicated to and involved in the goals, values, and
well-being of their firm.

Ensuring that employees not only perform their job physically but also engage
mentally and emotionally with their work on a daily basis has become a significant
challenge for organizations (Bedarkar & Pandita, 2014). In essence, employers must
ensure that their employees are fully engaged at work. Conversely, employees who
are lazy, unwilling, and effortless may negatively impact the growth of the company.
The lack of commitment, interest, or enthusiasm towards work or the workplace is a
sign of disengagement. Employees who are disengaged are less invested in their work
and have a higher likelihood of leaving the company (Allam, 2017). Major losses may
occur for the organization as a result of employee disengagement.

In today's competitive market, the focus has moved from simply retaining
talented individuals to actively engaging them throughout their career journey.
Employee retention, once solely focused on an organization's ability to keep its
employees over a specified period, has evolved. Many organizations now realize that
it is not just about keeping employees for a long time, it is about ensuring that they are
actively contributing to the organization's success. This shift in focus reflects a
broader acknowledgment among businesses that their ability to achieve organizational
goals is largely dependent on employee engagement. Organizations aim to captivate
the hearts and minds of their employees at every stage, recognizing that engaged
employees are key to enhancing productivity, job satisfaction, motivation,
commitment, and reducing turnover rates.

Kahn (1990) was the first academic researcher to use the term "employee
engagement," defining it as the 'harnessing of organizational members' selves to their
work role by which they employ and express themselves physically, cognitively, and
emotionally during role performance.' Schaufeli, Salanova, González-Romá, and
Bakker (2002) defined employee engagement as a positive, fulfilling, work-related
state of mind characterized by vigour, dedication, and absorption. When one is
working, vigour describes having a lot of energy, being mentally tough, and being
willing to put effort into what they are doing. Finding meaning in one's work, being
excited and proud of one's profession, and being challenged and inspired by it are all

2
considered aspects of dedication. Being completely and joyfully absorbed in one's job
and finding it difficult to separate from it are characteristics of absorption.

Furthermore, Saks (2006) described employee engagement as the involvement

of employees working for the organization to ensure that their energies and interests
are aligned with the organization's goals, releasing unrestricted effort, and delivering
the aspirations of the organization by creating an emotional relationship. Rothbard
(2001) also defines engagement as psychological presence but goes further to state
that it involves two critical components: attention and absorption. While absorption
refers to the degree of one's immersion in a position and the amount of time spent
thinking about it, attention relates to cognitive availability and the duration of one's
focus on a role. Originally, engagement was described as an enthusiastic condition in
which workers are committed to doing exceptional work and confident in their
abilities by Maslach, Jackson, and Leiter (1996).

1.1 Rationale of the Study

Nowadays, employee engagement has become one of the most crucial factors for
organizational success along with other factors such as strategic planning, financial
management, effective leadership, and customer focus. Employee engagement simply
means the emotional commitment an employee has to their organization and its goals.
Employees who are engaged in their work are motivated to contribute to the success
of the company, take pride in their work, and are passionate about what they do.
Engaged employees will go beyond their ability, and responsibility to contribute to the
success of their organization. They are also more likely to stay longer with the
organization. Engagement is not just about being satisfied and proud of their job but
also about being fully involved and invested in their role and the organization as a
whole. High levels of energy and a strong sense of identity with their work are
characteristics of engaged employees (Bakker & Demerouti, 2008). And this
translates into a more sustainable workplace in terms of employee well-being and
organizational performance.

As a major player in Myanmar's agricultural industry, which forms the foundation

of the nation's economy, Marlarmyaing Company must meticulously consider various
factors that contribute to its organizational success. Operating in a closely connected
environment with the people of Myanmar, the company carries significant

3
responsibility for farmers and the overall economic stability of the nation. The
company's performances have a significant impact on the nation's agricultural
industry and economic stability alongside to its own organizational success. As the
importance of employee engagement has grown globally, the performance of a
company's employees has also become an essential requirement for achieving
excellent outcomes. Employees are more likely to be motivated, committed, and
productive in their jobs when they are engaged. This, in turn, leads to improved
performance at both individual and organizational levels. Marlarmyaing Company,
like any other organization, must prioritize creating an engaging work environment to
facilitate high employee engagement. To do this effectively, it is crucial for employers
to understand the factors that influence employee engagement. By identifying these
factors, employers can gain insights into what drives their employees' motivation,
satisfaction, and commitment to their work. Finding these factors through this study is
crucial because it helps organizations adjust their programs and strategies to
successfully improve employee engagement. Employers can enhance employee
engagement by identifying areas for improvement and implementing specific
strategies based on this study.

1.2 Objectives of the Study

The main objectives of the study are as follow:

(1) To identify the factors influencing employee engagement in Marlarmyaing Public

Company Limited.

(2) To analyze the effect of influencing factors on employee engagement in

Marlarmyaing Public Company Limited.

1.3 Research Questions of the Study

(1) What are the key factors that influence employee engagement in Marlarmyaing
Public Company Limited?

(2) How do these factors affect employee engagement in Marlarmyaing Public

Company Limited?

4
1.4 Scope and Method of the Study

This study aims to identify factors affecting employee engagement in

Marlarmyaing Public Company Limited. The study focuses on employees from the
Marlarmyaing Head Office. The population of employees in Marlarmyaing Head
Office is 183 employees. Taro Yamane's (1967) formula is employed for sample size
calculation, resulting in a sample size of 126 employees.

Taro Yamane's (1967)

n= 𝑁
1+(𝑒2)

where, n = sample size

N = population size

E = margin of error

Assuming a 95% confidence level and a 5% margin of error, the sample size is
calculated as follows:

183
n= = 125.5574614 = 126
1+183 (0.052)

Respondents are selected using simple random sampling method. For research
method, quantitative research method is used. And then descriptive statistics was used
to describe demographic background of respondents. Both primary and secondary
data are utilized in this study. The primary data was collected through field surveys by
applying structured questionnaire. The structured questionnaire is composed of two
parts. The first part of questionnaire is related to the demographic information of
respondents. The data collection period extended from April to June. The second part
consists of factors that influence employee engagement in Marlarmyaing Public
Company Limited. The questionnaires utilize a 5-point Likert scale, with 1= strongly
disagree, 2= disagree, 3=neutral, 4= agree, and 5= strongly agree. Secondary data was
gathered from previous research papers, relevant journals, and relevant websites. To
analyze the collected data, the statistical analysis of Statistical Package for Social
Science (SPSS) was applied.

5
1.5 Organization of the Study

This study is organized with five chapters. Chapter one includes introduction
of the study, rationale of the study, objectives of the study, research questions of the
study, scope and method of the study, and organization of the study. Chapter two
consists of theoretical background of the study. Chapter three contains profile of
Marlarmyaing Public Company Limited, its mission, objectives and policies, and
employee engagement practices. Chapter four contains research methodology and the
analysis of the influencing factors on employee engagement in Marlarmyaing Public
Company Limited. Chapter five is the conclusion that contains findings, suggestion,
limitations, and needs for further research.

6
 CHAPTER 2

THEORECTICAL BACKGROUND

This chapter includes a comprehensive review of the literature on employee

engagement, including relevant theories and factors influencing employee
engagement. It also provides previous studies, the conceptual framework of the study,
and includes working definitions.

2.1 Employee Engagement

In recent years, employee engagement has become a widely accepted

organizational concept. With globalization growing at a quick pace and talent
retention becoming more and more important, human resource managers have a
difficult time engaging their workforce these days. Maintaining employee engagement
in their designated jobs and activities is just as important as recruiting and retention
(Sathyanarayana, Gargesha, & Bellave, 2017). For modern businesses to boost
productivity and obtain a competitive edge, employee engagement is crucial
(Schaufeli & Salanova, 2007). Having the proper people in critical positions at the
right times is strategically important as it affects revenues, innovation, and
organizational success (Ashton & Morton, 2005). As the competition becomes more
intense, the ability to attract, engage, develop, and retain top talent becomes
increasingly vital for gaining an upper hand. Businesses that fail to offer employees a
good work environment face risk of losing their top talent. In this situation, engaged
employees can serve as a major source of competitive advantage. High energy levels,
enthusiasm for their work, and deep immersion in their tasks are the characteristics of
engaged employees (Macey & Schneider, 2008; May et al., 2004).

Scholars have various definitions of employee engagement based on their

point of view. According to the International Survey Research, it's a procedure that
helps companies increase employee commitment and contribution to achieve
excellent business outcomes. They view employee engagement as encompassing
cognitive, affective, and behavioural commitment to a company. In contrast, Brown
(2005) describes engagement as a progressive blend of satisfaction, motivation,
commitment, and advocacy, illustrating employees' ascent up the engagement
pyramid. According to Rothbard (2001, p. 656), engagement is made up of two

7
crucial components: absorption and attention, and it requires psychological presence.
While attention relates to an individual's level of cognitive availability and the amount
of time spent thinking about a role, absorption indicates total immersion in a role and
indicates the intensity of an individual's focus.

Kahn (1990) defined engagement at work as the harnessing of organizational

members’ selves to their work roles. According to Kahn (1990), people can choose to
retreat and disengage from their work or they can devote physically, cognitively, and
emotionally to their duties. According to his research, three psychological factors,
which are meaningfulness, safety, and availability, have an impact on how well people
carry out their duties. A meaningful workplace is one where employees feel valued,
important, and worthwhile, and where they feel that their work is noticed and
acknowledged. A sense of safety is defined as a state in which individuals feel free to
behave as they would normally without worrying about unfavourable outcomes.
Employees feel safe when they believe that their work will not negatively impact
them and when they perceive a supportive and transparent environment. Kahn (1990)
defined availability as the ability to interact with one's work activities at any given
time using one's own personal, physical, emotional, and psychological resources.

2.2 Related Theories

There are several theories related to employee engagement, with two major
ones being the Personal Engagement Theory and the Social Exchange Theory (SET).

2.2.1 Personal Engagement Theory

Kahn (1990) developed the Personal Engagement Theory, which emphasizes

three aspects of an employee's psychological presence at work: meaningfulness,
safety, and availability. Meaningfulness refers to the significance and value
individuals find in their work. Safety means feeling secure and supported in the work
environment. Availability involves the willingness to invest physical, emotional, and
cognitive resources in work-related activities.

According to Kahn's theory, task characteristics, role characteristics, and work

interactions all have an impact on psychological meaningfulness. Task characteristics
include the complexity, variety, and significance of the work, while role
characteristics refer to the clarity of responsibilities and expectations. Positive work

8
interactions, such as supportive relationships, also contribute to meaningfulness.
Another important component is autonomy, where individuals have control over their
work.

Psychological safety is influenced by factors such as managerial style,

organizational norms, and interpersonal interactions. Positive relationships with
colleagues and supervisors can create a supportive environment where individuals feel
comfortable to express themselves without fear of negative consequences. These
relationships can enhance trust and mutual respect, contributing to a sense of
psychological safety in the workplace. This sense of safety is closely linked to the
support and justice individuals perceive from their organization. When employees feel
supported and believe they are treated fairly, they are more likely to feel
psychologically safe. This, in turn, can enhance their willingness to fully engage in
their work, knowing they are valued and their contributions appreciated.

Psychological availability, on the other hand, refers to possessing the

necessary physical, emotional, or psychological resources to engage at a particular
moment. It assesses people's willingness to participate while taking into account the
distractions that come with being a part of social systems.

2.2.2 Social Exchange Theory

Saks (2006) provides a compelling argument for the Social Exchange Theory's
(SET) suitability in understanding employee engagement. SET suggests that
individuals, through various interactions, develop responsibilities toward each other.
If the rules of exchange are followed, these connections develop into mutually
advantageous, trustworthy, and beneficial arrangements. When individuals receive
economic and socioemotional resources from their organization, they feel obligated to
reciprocate and engage more deeply in their roles. Because engagement means putting
cognitive, emotional, and physical resources to job responsibilities, it consequently
becomes a way by which employees give back to the organization for the benefits it
provides.

The theory further posits that those who have a strong exchange ideology are
more likely to feel obligated to give back to the organization, meaning that there will
be a larger correlation between different predictors and engagement for these people.
This viewpoint holds that employee engagement is a psychological and emotional

9
bond between employees and their company that affects how they behave at work. As
a result, engagement can be understood as a type of social exchange in which
employees react to the advantages and resources that the company offers. Given that
employees are more inclined to disengage from their job when they feel they are not
receiving enough support or resources, this reciprocal relationship emphasizes how
crucial it is for the organization to maintain engagement.

2.3 Factors Influencing Employee Engagement

Influencing factors on employee engagement in this study includes job

characteristics, reward and recognition, organizational justice, organizational support
and internal communication.

2.3.1 Job Characteristics

Psychological meaningfulness, as described by Kahn (1990), involves feeling

a sense of return on investments in self-in-role performances. Kahn (1990) suggests
that achieving psychological meaningfulness can be achieved from job characteristics
that offer challenging work, variety, opportunities to use different skills, personal
discretion, and the opportunity to make significant contributions. This is based on
Hackman and Oldham‘s (1980) job characteristics model and particularly, the five
core job characteristics (i.e. skill variety, task identity, task significance, autonomy,
and feedback). Skill variety refers to the range of diverse tasks involved in a job and
the diversity of talents required to carry them out. The degree to which an employee
completes a solid, recognisable task with a distinct start and finish is known as task
identity. Task significance measures how vital and significant the work is perceived to
be, both for the company and for consumers. An employee's degree of discretion,
independence, and self-determination in organizing and carrying out work is reflected
in their level of autonomy. Feedback shows how much information an employee
receives about their performance from their work. According to the Social Exchange
Theory (SET), employees who are assigned interesting and challenging tasks are
likely to feel obligated to respond by being more engaged. Job roles have a major
impact on levels of engagement, according to research by Robinson, Perryman, and
Hayday (2004). That is why professionals and managers tend to be more engaged than
their colleagues in supporting roles.

10
2.3.2 Reward and Recognition

Reward and recognition play crucial roles in the engagement process.

Strategically designed incentive and reward programs have the ability to motivate
employees and promote engagement. A reward is generally considered to be
compensation, either intrinsic or extrinsic, that is granted once a project is completed
or performance goals are met. Intrinsic rewards are internal and subjective, such as
feelings of accomplishment, praise, and recognition for one’s efforts. Extrinsic
rewards, on the other hand, are tangible and can take the form of direct or indirect
compensation. Examples of extrinsic rewards include base pay, variable pay, bonuses,
and benefits such as life insurance, medical insurance, and retirement pensions.
Recognition can be in various forms, such as monetary or non-monetary rewards, or a
simple acknowledgment of a job well done (Yee, 2012). Yee also stated that
recognition systems encompass several critical variables, including communication
and respect, which are essential for maintaining high levels of employee engagement.
An organization or supervisor can successfully communicate the kinds of
accomplishments and activities that the organization appreciates when they award or
recognize a team or an individual employee. On the other hand, Maslach et al. (2001)
have indicated that while a lack of rewards and recognition can lead to burnout,
therefore appropriate recognition and rewards are crucial for fostering engagement.

2.3.3 Organizational Justice

Research on justice in organizations has been a major interest of researchers

for over 30 years (Ambrose, 2002). A review of organizational justice research found
that justice perceptions are related to organizational outcomes such as job satisfaction,
organizational commitment, organizational citizenship behaviour, withdrawal, and
performance (Colquitt, Conlon, Wesson, Porter and Ng, 2001). According to Saks
(2006) when employees have high perceptions of justice in their organization, they
are more likely to feel obliged to also be fair in how they perform their roles through
greater levels of engagement. On the other hand, low perceptions of fairness are likely
to cause employee their work roles. Furthermore, according to Social Exchange
Theory (SET), employees who have higher perceptions of organizational justice are
more likely to Reciprocate with greater organization engagement, (Saks, 2006).

11
 According to Greenberg (1987), organizational justice theory looks at how
workers perceive the actions of their organization and how this affects their views. It
consists of three primary forms: interactional, distributive, and procedural.
Distributive justice refers to employees' perceptions of fairness in outcomes It occurs
when workers believe that the outcomes they receive are fair and just (Colquitt,
2013). Procedural justice focuses on the fairness of decision-making processes that
influence distributive justice outcomes. Interactional justice focuses on how people
are treated when making decisions. Employee perceptions of fairness are influenced
by employers who treat their staff with integrity, empathy, and responsiveness
(Colquitt et al., 2013).The sense of value and respect that employees experience is
improved by this perception.

2.3.4 Organizational Support

The theory of organizational support (OST) states that employees develop a

collective perception of how much their organization values their contributions and
cares about their well-being. An important aspect of an employee's well-being is the
degree of support and care they expect from their company and their supervisors.
According to Kahn (1990, 1992), psychological safety is the ability to express oneself
without worrying about unfavourable outcomes. Employees that work in supportive
workplaces are encouraged to try new things, take chances, and even fail without
worrying about the outcome. This supportive environment is crucial, since burnout
has also been found to be consistently correlated with a lack of social support
(Maslach et al., 2001). Furthermore, workers are probably more engaged at work if
they feel their supervisors are supporting them more. Higher perceived organizational
support among employees is likely to be reflected in increased engagement, alignment
with the Social Exchange Theory's reciprocity norm, and contribution to the goals of
the organization (Rhoades et al., 2001).

2.3.5 Internal Communication

Internal communication is defined as the communication flow among people

within the boundaries of an organization (Mazzei, 2010. According to Adonis (2006),
transparency is the key to communication. Regular, verbal, and open communication
builds trust between employees and management. It provides employees a sense of
importance, and reduces the chances of the employees not knowing what is going on

12
in the organisation. Successful organizations depend on efficient communication
because it allows employees, customers, and management to share ideas and news.
Connectivity is improved by a variety of communication platforms, including social
media. Supervisory communication on a regular basis promotes employee
engagement and positive attitudes toward their jobs, thereby coordinating individual
goals with organizational objectives. This effective tool has a big impact on the
success of an organization by increasing productivity, employee engagement, and
corporate growth. An engaged workforce is based on effective communication, which
also determines the success or failure of an organization and reflects its major
commitment. Overcoming communication barriers is critical for organizations
because it fosters employee engagement, lowers turnover, and ultimately promotes
success.

2.4 Previous Studies

There are various studies that analyze factors influencing employee

engagement. This paper focused on three previous studies.

2.4.1 Previous Study (1)

Eleni Esayas (2019) conducted a study on factors that determine employee

engagement in CBE Addis Ababa area. The sample size was 291 employees. The
study found that job characteristics had the highest contribution followed by work-life
balance and organizational justice, all positively and significantly affecting employee
engagement in CBE. However, rewards and recognition had the lowest contribution
and a negative, nonsignificant effect on employee engagement, while motivation also
had a negative and nonsignificant effect.

13
Figure (2.1) Conceptual Framework of Previous Study (1)

Independent Variables Dependent Variable

Motivation

Rewards and Recognition

Organizational Justice Employee Engagement

Job Characteristics

Work-Life Balance

Source: Eleni Esayas (2019)

2.4.2 Previous Study (2)

Tesfaye Tilahun (2022) examined factors affecting Employee Engagement in

the Development Bank of Ethiopia. The sample size was 244 employees. The study
found that Job Characteristics had the highest influence on employee engagement
among the six dependent variables (Job characteristic, Reward and Recognition,
Perceived Organizational Support, Perceived Supervisor Support, working
environment, and Internal Locus of Control).

14
Figure (2.2) Conceptual Framework of Previous Study (2)

Independent Variables Dependent Variable

Job Characteristics

Reward and Recognition

Perceived Organization Support

Employee Engagement

Perceived Supervision Support

Working Environment

Internal Locus of Contract

Source: Tesfaye Tilahun (2022)

2.4.3 Previous Study (3)

Segenet Nigusse (2018) examined what factors influence employees'

engagement in three selected private banks (Abyssinia, Buna, and Enat banks). The
sample size was 252 employees. The study found that job characteristics, reward and
recognition and perceived organizational support were the factors which had a
significant and positively effect on employees' engagement whereas organizational
justice was the factor with insignificant effect on employees' engagement. Job
characteristics was the most contributing factor in predicting employees' engagement
followed by reward and recognition and perceived organizational support in their
respective order.

15
Figure (2.3) Conceptual Framework of Previous Study (3)

Determinants of Employee Engagement

Job Characteristics

Rewards and Recognition

Employee Engagement

Organizational Justices

Organization Support

Source: Segenet Nigusse (2018)

2.5 Conceptual Framework

Based on the previous research studies, and overall review of related literature
and the theoretical framework, the following conceptual framework is developed. The
framework focuses on the factors that could influence employee engagement. The
dependent variable is employee engagement, while the independent variables are; job
characteristics, reward and recognition, organizational justice, organizational support
and internal communication.

16
Figure (2.4) Conceptual Framework of the Study

Independent Variables Dependent Variable

Job Characteristics

Reward and Recognition

Organizational Justice Employee Engagement

Organizational Support

Internal Communication

Source: Own Compilation (2024)

Many studies have suggested that certain job characteristics, such as skill
variety, task identity, task significance, autonomy, and feedback, can impact employee
engagement. Jobs that offer these characteristics are often more engaging and
fulfilling for employees, leading to higher levels of engagement. Reward and
recognition is also crucial in motivating employees and enhancing their engagement.
Employees who feel appreciated and rewarded for their contributions are likely to be
more engaged and committed to their work. Perceived fairness within an organization,
including distributive, procedural, and interactional justice, is another important factor
for employee engagement. When employees perceive that they are treated fairly, they
are more likely to engage in positive exchanges with the organization. Organizational
support has been found by many researchers to positively influence employee
engagement. Employees who feel supported by their organization are more likely to
be engaged and satisfied with their jobs. Internal communication within an
organization is also essential for promoting employee engagement. Effective
communication channels can make employees feel more connected to the
organization and thus more engaged. Employee engagement refers to the emotional
commitment an employee has towards their organization and its goals. It encompasses
elements such as motivation, commitment, enthusiasm, a sense of belonging, and

17
pride in an individual's work and organization. By including these variables, this study
aims to explore the effects of these variables on employee engagement within
Marlarmyaing Public Company Limited.

2.6 Working Definition

The working definitions for the independent variables are as follow:

(1) Job Characteristics: This refers to the aspects of a job, such as skill variety, task
identity, task significance, autonomy, and feedback that add to its desirability and
appeal. Higher degrees of these qualities typically lead to more engaging jobs.
(2) Reward and Recognition: This includes all of the methods and approaches that a
company uses to recognize and value the accomplishments of its workers. It
covers tangible rewards (such as gifts, bonuses, and promotion) and intangible
recognition (such as compliments, and acknowledgement).
(3) Organizational Justice: This refers to the perceived fairness of the procedures
and outcomes in the workplace. It includes distributive justice (fairness in
outcomes), procedural justice (fairness in procedures), and interactional justice
(fairness in interpersonal treatment).
(4) Organizational Support: This refers to the extent to which employees perceive
that the organization values their contributions and cares about their well-being. It
includes both instrumental support (such as resources and training) and
socioemotional support (such as encouragement and empathy).
(5) Internal Communication: This refers to the flow of information, ideas, and
feelings within an organization. Effective communication is essential for creating
a sense of belonging and understanding among employees, which can enhance
their engagement.

18
 CHAPTER 3

BACKGROUND INFORMATION AND EMPLOYEE

ENGAGEMENT PRACTICES OF MARLARMYAING PUBLIC
COMPANY LIMITED

This chapter states the background information about Myanmar agriculture

industry, the profile and employee engagement practices of Marlarmyaing Public
Company Limited. The context information consists of visions, missions, policies and
organizational structure.

3.1 Agriculture and Fertilizer Industry in Myanmar

Myanmar is blessed with unusually fertile soils and abundant water sources. It
is often considered to have the most favorable agricultural conditions in all of Asia.
The country can grow a wide variety of crops, from fruits and vegetables to rice and
pulses. Agriculture has traditionally been Myanmar’s main industry, contributing
significantly to the country’s GDP, accounting for nearly one-third of it, and
employing about 65 percent of the labor force. Out of 67.6 million hectares of land,
12.8 million hectares are cultivated. Myanmar’s agricultural policy aims to improve
food and nutrition security and enable smallholder farmers to increase their incomes
through higher productivity and diversified production in response to market demand,
enhancing exports internationally.

To grow healthy crops full of nutrients, farmers need to ensure they have
healthy soil. Without fertilizers, nature struggles to replenish the nutrients in the soil.
When crops are harvested, important nutrients are removed from the soil, as they
follow the crop and end up at the dinner table. If the soil is not replenished with
nutrients through fertilizing, crop yields will deteriorate over time. Proper and
adequate access to fertilizers is crucial for enhancing agricultural productivity.
Chemical fertilizers were first introduced to Myanmar in 1956, but widespread use
did not occur until 1978 when the government encouraged fertilizer use by
subsidizing fertilizer prices. These subsidies continued until the 1990s, after which the
government removed all subsidies, causing market prices to rise to international
levels. The government has also allowed the private sector to import and distribute
fertilizers.

19
 Myanmar both produces and imports fertilizers. While the country has some
local production capabilities, it still relies on imports to meet its agricultural needs.
Due to limited production capacity and high demand, a substantial portion of
fertilizers used in Myanmar are imported from countries such as China, Malaysia, and
Thailand. This combination of local production and imports helps ensure a consistent
supply for the agricultural sector, which is crucial for Myanmar's economy.

In Myanmar, there are several fertilizer companies listed, including notable

ones like Myanma Awba Group, Wisarra Int'l Co.,Ltd., Good Brothers' Group
Companies, TPT Yee Shinn Co., Ltd, and Farm Link Co., Ltd. These companies are
involved in the production, import, and distribution of fertilizers to support the
agricultural sector. Additionally, the country has hundreds of licensed fertilizer
companies that import various types of fertilizers to meet local demand.

3.2 Profile of Marlarmyaing Public Company Limited

The profile contains history of the company, its visions, missions, policies and
organizational structure.

3.2.1 History

Marlarmyaing Public Company Limited is a well-known fertilizer

company in Myanmar, offering a variety of agriculture-related products, such as
fertilizers, pesticides, herbicides, and agricultural equipment like sprayers. Founded
by seven initial founders with an authorized capital of 500,000 kyats, Marlarmyaing
Public Company Limited has a rich history dating back to 1989 when it began as a
family-owned agricultural retail store. Under the Myanmar Companies Act of 1991,
Marlarmyaing Company Limited was established, introducing agricultural
technologies and distributing agricultural inputs, seeds, and tools to farmers
nationwide. In 2005, Marlarmyaing Production Company Limited was formed to
supply high-quality fertilizers to farmers at affordable prices, and by 2014, the
company successfully operated a Fertilizer Blend Factory. Marlarmyaing Public
Company Limited was established on February 10, 2018, in accordance with the
Myanmar Companies Act, 2017, and re-registered on October 12, 2018. In 2018, a
pesticide repackaging plant project was initiated in the Thilawa Internal Industrial
Zone.

20
 Some of their popular products include Myay Latt Thu 500cc, M Pawnshin
32% WP, Marlarmyaing Cyper 10% EC, MLM Mancozeb 80% WP, M Hexa 5% EC,
and the MLM Agricultural Sprayer. The company also provides two primary services:
Marlarmyaing Irrigation Solutions (MIS) and Marlarmyaing Gardening Services
(MGS). MIS supplies water to crops and plants in a controlled manner to aid their
growth, while MGS maintains grasses and decorative plants, ensuring they remain
green and fresh without the need for watering. MGS offers a variety of services for
both indoor and outdoor landscaping.

Marlarmyaing Public Company Limited consists of Distribution, Retailing,

Export, Manufacturing, Plantation, and Other Services. The company aims to provide
essential agricultural technologies to farmers, open agricultural equipment sales
centers in every township, build factories, and produce agricultural inputs
domestically to reduce foreign imports and positively contribute to the agricultural
sector. With a widespread network of distributors spanning the entire country,
customers can find their products across all seven divisions, including Yangon, Bago,
Mandalay, Sagaing, Ayeyarwady, Magway, and Tanintharyi, as well as Shan State and
the capital city of Nay Pyi Taw. This extensive coverage ensures that their products
are easily accessible to people throughout Myanmar, providing reliable service and
products in every region.

3.2.2 Vision

 To become a total solution provider in Myanmar Agribusiness and ultimately

uplifting the well-being of every stakeholder in the whole industry

3.2.3 Mission

 To become a leading company throughout Myanmar Agriculture Value Chain

3.2.4 Policies

 Marlarmyaing will always stand for "an entity with politeness, humbleness,
family-spirited and social contribution".
 Marlarmyaing will always encourage "Human Resource Development and
Innovation".

21
 Marlarmyaing will always have "integrity on customers and continuously look
for their well-being".
 Marlarmyaing will always "compete in market not based on price-war, but on
mindfulness and solution-based".
 Marlarmyaing will always guarantee "the quality of its products and services".

3.2.5 Organizational Structure

The organizational structure of Marlarmyaing Public Company Limited is

designed to ensure efficient operations and effective management across all levels.
The company is overseen by a Board of Directors and a Board Committee. Directly
under the CEO, there are four main departments: the Operating Department, Account
& Finance Department, Supply Chain Department, and Administration & HR
Department. Each department is tasked with specific responsibilities crucial to the
company’s success.

22
 Board of Board
Directors Committee

Managing Audit & Remuneration Nomination

Director Risk Committee Committee

CEO

Operation Account & Supply Chain Administration &

Department Finance Department HR Department
Department

Sales Account Procurement Administration

Marketing Finance Logistics Human

Resource

Business Production
Development

Figure 3.1 Organizational Structure of Marlarmyaing Public Company Limited (Year

2020)

3.3 Employee Engagement Practices in Marlarmyaing Public Company

Limited

In this section, the practices related to job characteristics, reward and

recognition, organizational justice, organizational support, and internal
communication in Marlarmyaing Public Company Limited are discussed.

23
3.3.1 Job Characteristics

In Marlarmyaing Public Company Limited, roles are designed to ensure

employees engage in diverse tasks that utilize their wide range of skills. Employees
are assigned to different departments based on their skills, such as production,
marketing and sales, logistics, administration, HR, or finance. They are often assigned
entire projects or significant portions of projects, either individually or in groups,
allowing them to see the tangible results of their efforts and understand their
contribution to the company. The company also provides employees with a significant
level of autonomy, enabling them to make decisions and take initiative in their roles,
including the flexibility to determine how they approach their tasks. Additionally,
Marlarmyaing Company assigns supervisors to provide timely feedback to employees,
ensuring they receive constructive evaluations that aid in their professional
development.

3.3.2 Reward & Recognition

Marlarmyaing Public Company Limited has implemented a structured reward

and recognition system to acknowledge employees' contributions, including both
financial and non-financial incentives. The company offers additional pay and
performance-based bonuses to reward employees for their hard work and
achievements. Employees with no leave or absence are also awarded with perfect
attendance bonus. Employees also receive special bonuses during traditional
Myanmar ceremonies and on New Year’s.

Although non-financial recognition may not be as significant as financial

rewards, it can also motivate employees. Employees receive praise and recognition
from supervisors and colleagues for their hard work. Moreover, Marlarmyaing
Company has an employee recognition program designed to acknowledge outstanding
staff members. This program includes selecting an "Employee of the Month" or
"Employee of the Year," providing them with public recognition, and giving them
rewards at annual staff party events.

3.3.3 Organizational Justice

Marlarmyaing Public Company Limited upholds organizational justice by

offering every employee an equal opportunity for promotion and career advancement,

24
based solely on performance and skills, without any bias. The company recognizes
and fairly rewards all employee contributions through bonuses or benefits.
Marlarmyaing Company strictly adheres to a set of rules and regulations, applying the
same rewards or penalties to every employee, regardless of background. Supervisors
ensure fair treatment of employees by strictly adhering to company policies. The
company treats employees with respect, supports their rights, and never takes
advantage of them or violates labour laws.

3.3.4 Organizational Support

Marlarmyaing Public Company Limited provides modern office equipment to

ensure employees can work efficiently. The office is equipped with air conditioners,
high-quality computers, printers, and other necessary tools. The work environment is
comfortable, with well-ventilated rooms and sufficient lighting to promote a healthy
and productive atmosphere. Wifi is available throughout office hours. Employees are
also provided with a ferry service for convenience. For the employees who are
qualified for promotion, the company offers financial support to attend courses for
additional qualifications and skills. Senior staffs are required to assist and support
junior employees whenever needed. Marlarmyaing Company prioritizes the work-life
balance of its employees by offering flexible working hours and providing paid health
leave when necessary. Additionally, in the manufacturing factory, employee safety is a
top priority, and regular workplace safety checks are conducted.

3.3.5 Internal Communication

Marlarmyaing Company promotes an open communication culture where

employees are encouraged to share their ideas, the difficulties they face at work, and
their concerns. Employees are empowered to voice their opinions and give advice to
the company, which are then properly considered. Each department has its associated
staff in online group chats for easy contact and updates on news and meeting
timetables. Important news and updates are communicated to employees via email,
ensuring that everyone is informed. Weekly and monthly meetings are conducted to
inform and discuss various topics, and urgent meetings are convened as needed.

25
 CHAPTER 4

ANALYSIS OF EMPLOYEE ENGAGEMENT IN

MARLARMYAING PUBLIC COMPANY LIMITED

This chapter presents the research design, the profile of respondents of

Marlarmyaing Public Company Limited and statical analysis of the employee
engagement practices in Marlarmyaing Public Company Limited.

4.1 Research Design

This study aims to identify factors affecting employee engagement in

Marlarmyaing Public Company Limited. The population of employees at
Marlarmyaing Head Office is 183. Yamane's (1967) formula was used to calculate the
sample size, resulting in a sample of 126 employees. Respondents are selected using
simple random sampling method. For research method, quantitative research method
is used. And then descriptive statistics was used to describe demographic background
of respondents. Both primary and secondary data are utilized in this study. The
primary data was collected through field surveys by applying structured
questionnaire. The structured questionnaire is composed of two parts. The first part of
questionnaire is related to the demographic information of respondents. The second
part consists of factors that influence employee engagement in Marlarmyaing Public
Company Limited. The questionnaires utilize a 5-point Likert scale, with 1= strongly
disagree, 2 disagree, 3=neutral, 4 agree, and 5= strongly agree. The data collection
period extended from April to June. Secondary data was gathered from relevant
websites. To analyse the collected data, the statistical analysis of Statistical Package
for Social Science (SPSS) was applied. This study would utilize the following
statistical tools: Frequency Distribution Analysis, Descriptive Statistics, Cronbach's
Alpha for Reliability Statistics, Correlation Analysis and Multiple Linear Regression
Analysis.

4.2 Demographic Profile of Respondents

This section provides demographic information about the respondents of the

study in Marlarmyaing Public Company Limited. The profile includes gender, age
group, level of education, marital status, and working experience in the organization.

26
4.2.1 Gender of Respondents

The following Table (4.1) demonstrates the gender of respondents which are
male and female.

Table (4.1) Number of respondents by Gender

Gender Frequency Percent

Male 46 36.5
Female 80 63.5
Total 126 100.0
Source: Survey Data (2024)

According to above table, 36.5% of the respondents are male while 63.5% are
female indicating a higher number of female employees at Marlarmyaing Public
Company Limited.

4.2.2 Ages of Respondents

The following Table (4.2) demonstrates the age of respondents which are 18-
24 years, 25-34 years, 35-44 years, 45-54 years, and 55 years and above.

Table (4.2) Number of respondents by Age

Age Frequency Percent

18-24 27 21.4
25-34 54 42.9
35-44 33 26.2
45-54 12 9.5
55-60 - -
Total 126 100.0
Source: Survey Data (2024)

According to above table, 21.4% of respondents are between 18 and 24 years

old, 42.9% are between 25 and 34 years old, 26.2% are between 35 and 44 years old,
and 9.5% are between 45 and 54 years old. No respondents are in the 55 to 60 age
range, with the majority falling within the 25 to 34 age group.

27
4.2.3 Level of Education of Respondents

The following Table (4.3) demonstrates the level of education of respondents

which are high school, undergraduate, graduate and post graduate.

Table (4.3) Number of respondents by Level of Education

Level of Education Frequency Percent

High School 18 14.3
Undergraduate 14 11.1
Graduate 84 66.7
Post Graduate 10 7.9
Total 126 100.0
Source: Survey Data (2024)

According to above table, 14.3% of respondents are high school graduates,

11.1% are undergraduates, 66.7% are graduates, and 7.9% have postgraduate
qualifications. The majority of respondents, 66.7%, are graduates, indicating that the
sample largely consists of individuals with a bachelor's degree.

4.2.4 Marital Status of Respondents

The following Table (4.4) demonstrates the marital status of respondents

which are married, single and other.

Table (4.4) Number of Respondents by Marital Status

Marital Status Frequency Percent

Married 47 37.3
Single 76 60.3
Other 3 2.4
Total 126 100.0
Source: Survey Data (2024)

According to above table, 37.3% of respondents are married, 60.3% are single,
and 2.4% selected "other." With 60.3% of respondents being single, it indicates that a
significant portion of the respondents are not married.

28
4.2.5 Working Experience of Respondents

The following Table (4.5) demonstrates the working experience of respondents

which are less than 1 year, 1-5 years, 5-10 years and more than 10 years.

Table (4.5) Number of Respondents by Working Experience

Working Experience Frequency Percent

Less than 1 year 16 12.7
1-5 years 54 42.9
5-10 years 37 29.4
More than 10 years 19 15.1
Total 126 100.0
Source: Survey Data (2024)

According to above table, 12.7% of respondents have less than 1 year of

experience, 42.9% have 1 to 5 years of experience, 29.4% have 5 to 10 years of
experience, and 15.1% have more than 10 years of experience. The largest group,
42.9% of respondents, have 1 to 5 years of experience, indicating that many
respondents are early in their careers.

4.3 Descriptive Analysis of Factors Influencing Employee Engagement

This part is the Section B of the structured questionnaire and presents the
employees' view on employee engagement practices in Marlarmyaing Public
Company Limited. It focuses on five key areas which are job characteristics, reward
& recognition, organizational justice, organizational support and internal
communication. Descriptive statistics, such as mean and standard deviation, are
crucial in summarizing the central tendency and dispersion of the responses. The
mean score provides an average rating for each variable, reflecting the general
perception of the employees. The standard deviation indicates the extent of variation
or dispersion from the mean, highlighting how consistently the employees rated each
variable. The mean score and standard deviation results of each variable are shown as
follows.

29
4.3.1 Job Characteristics

Hackman and Oldham's Job Characteristics Model (1980) indeed identifies

specific job characteristics that can enhance employee motivation, performance,
satisfaction, and therefore engagement. The five core job characteristics they
emphasize are skill variety, task identity, task significance, autonomy and feedback.
Respondents were asked about level of job characteristics in five statements.

Table 4.6 - Descriptive Analysis of Job Characteristics

No. Statement Mean Standard

Deviation
The job provides opportunities to use skills and
1. 3.76 0.774
abilities.
A sense of accomplishment arises upon task
2. 3.92 0.776
completion.
The job is meaningful and contributes to the overall
3. 3.62 0.778
goals of the company.
Employees have autonomy and control over how
4. 2.95 0.979
work is performed.
Employees receive regular feedback regarding
5. 3.19 0.883
performance.

Overall Mean 3.488

Source: Survey Data (2024)

With a high mean score of 3.76, employees are generally satisfied with the
opportunities to use their skills and abilities. A high mean score of 3.92 indicates
strong satisfaction with the sense of accomplishment from completing tasks. The high
mean score of 3.62 shows that employees find their jobs meaningful and aligned with
organizational goals. The moderate mean score of 2.95 indicates employees feel they
have limited autonomy and control over their work. A moderate mean score of 3.19
suggests employees are moderately positive about the feedback they receive. The
highest mean score is 3.92 for satisfaction with accomplishment with standard
deviation of 0.776, indicating high consistency, while the lowest mean score is 2.95
for autonomy with standard deviation of 0.979, indicating the greater variability.

30
4.3.2 Reward & Recognition

Reward and recognition play crucial roles in the engagement process.

Strategically designed reward and recognition programs have the ability to motivate
employees and promote engagement. A reward can be both intrinsic and extrinsic.
Respondents were asked about reward & recognition in five statements.

Table 4.7 - Descriptive Analysis of Reward & Recognition

No. Statement Mean Standard

Deviation
Employees receive performance-based bonuses or
1. 3.98 0.748
additional pay.
The potential for promotion motivates employees to
2. 4.11 0.780
perform optimally.
The company has formal recognition programs, such
3. 4.17 0.787
as Employee of the Month/Year.
Peers and supervisors give regular acknowledgment
4. 3.54 0.816
for efforts and accomplishments.

5. The work itself is rewarding and fulfilling. 3.78 0.804

Overall Mean 3.936

Source: Survey Data (2024)

With a high mean score of 3.98, employees are highly satisfied with receiving
performance-based bonuses or additional pay. A high mean score of 4.13 indicates
that the potential for promotion based on performance strongly motivates employees
to perform at their best. The high mean score of 4.17 shows that employees are very
satisfied with the organization's formal recognition programs. A high mean score of
3.54 suggests that employees feel positive about receiving acknowledgment for their
efforts and accomplishments. With a high mean score of 3.87, employees find their
work to be rewarding and fulfilling. The highest mean score is 4.17 for formal
recognition programs with standard deviation of 0.787, while the lowest is 3.54 for
receiving acknowledgment with standard deviation of 0.816.

31
4.3.3 Organizational Justice

Employees who have higher perceptions of organizational justice are more

likely to Reciprocate with greater organization engagement, (Saks, 2006). According
to Greenberg (1987), organizational justice consists of three primary forms:
interactional, distributive, and procedural. Respondents were asked about
organizational justice in five statements.

Table 4.8 - Descriptive Analysis of Organizational Justice

Standard
No. Statement Mean
Deviation
Everyone has equal opportunities for advancement in
1. 3.53 0.734
the company.
Outcomes reflect the contributions of employees to
2. 3.57 0.784
the company.
Rules and procedures are applied consistently to all
3. 3.90 0.698
employees in the company.

4. Supervisors treat employees fairly in the company. 3.76 0.625

5. Employees are treated with respect in the company. 3.90 0.686

Overall Mean 3.734

Source: Survey Data (2024)

With a high mean score of 3.53, employees feel positive about having equal
opportunities for advancement in the organization. A high mean score of 3.57
indicates that employees perceive their outcomes to be somewhat aligned with their
contributions to the organization. The high mean score of 3.90 shows that employees
generally feel that rules and procedures are applied consistently across the
organization. A high mean score of 3.76 suggests that employees feel fairly treated by
their supervisors, with a generally positive perception. With a high mean score of
3.90, employees feel that they are treated with respect in the organization. The highest
mean score is 3.90 with standard deviation of 0.686 for being treated with respect,
while the lowest is 3.53 for equal opportunities for advancement with standard
deviation of 0.734.

32
4.3.4 Organizational Support

Employees that work in supportive workplaces are encouraged to try new

things, take chances, and even fail without worrying about the outcome. Higher
perceived organizational support among employees is likely to be reflected in
increased engagement, alignment with the Social Exchange Theory's reciprocity norm
(Rhoades et al., 2001). Respondents were asked about organizational support in five
statements.

Table 4.9 - Descriptive Analysis of Organizational Support

Standard
No. Statement Mean
Deviation
The company provides the necessary resources to
1. 3.83 0.670
perform the job effectively.
The company provides sufficient training and
2. 3.87 0.858
development opportunities.
Employees receive adequate support from colleagues
3. 3.63 0.767
and supervisors when needed.
Employees are supported by the company in
4. 3.53 0.817
achieving work goals.
The company cares about employees' well-being and
5. 4.02 0.815
work-life balance.

Overall Mean 3.776

Source: Survey Data (2024)

A high mean score of 3.83 indicates that employees feel generally satisfied
with the resources provided to perform their job effectively. With a high mean score
of 3.87, employees are quite positive about the training and development
opportunities offered. A high mean score of 3.63 suggests that employees feel they
receive adequate support when needed. The high mean score of 3.53 shows
satisfaction with the organization's support in achieving work goals. A high mean
score of 4.02 indicates strong satisfaction with the organization's concern for
employees' well-being and work-life balance. The highest mean score is 4.02 for
concern for well-being and work-life balance with standard deviation of 0.815, while

33
the lowest is 3.53 for support in achieving work goals with standard deviation of
0.817.

4.3.5 Internal Communication

Internal communication is defined as the communication flow among people

within the boundaries of an organization (Mazzei, 2010). It provides employees a
sense of importance, and reduces the chances of the employees not knowing what is
going on in the organisation. Respondents were asked about internal communication
in five statements.

Table 4.10 - Descriptive Analysis of Internal Communication

Standard
No. Statement Mean
Deviation
The company promotes a culture of open
1. communication, where ideas and concerns are 3.17 0.830
welcomed.
Communication channels in the company are clear
2. 3.35 0.803
and effective (e.g., e-mail and intranet).
Management provides timely and relevant information
3. 3.23 0.750
about company updates.
Employees are encouraged to share feedback and
4. 3.27 0.880
suggestions, which are considered by management.
Meetings are conducted regularly to discuss important
5. 3.94 0.823
topics and ensure everyone is informed.

Overall Mean 3.393

Source: Survey Data (2024)

A moderate mean score of 3.17 indicates that employees have a moderate view
of the organization’s culture of open communication. With a moderate mean score of
3.35, employees see communication channels as somewhat clear and effective. A
moderate mean score of 3.23 suggests that employees are moderately satisfied with
the timeliness and relevance of information from management. The moderate mean
score of 3.27 shows that employees feel moderately encouraged to share feedback and
suggestions, which are considered by management. A high mean score of 3.94

34
indicates strong satisfaction with the regularity of meetings to discuss important
topics and keep everyone informed. The highest mean score is 3.94 for the regularity
of meetings with standard deviation of 0.823, while the lowest is 3.17 for the
organization's culture of open communication with standard deviation of 0830.

4.3.6 Overall Mean Values of Factors Influencing Employee Engagement

The following table presents the overall mean values of the influencing
factors, which include job characteristics, reward and recognition, organizational
justice, organizational support, and internal communication.

Table 4.11 - Overall Mean Values of Factors Influencing Employee Engagement

No. Influencing Factors Overall Mean Value

1 Job Characteristics 3.488

2 Reward & Recognition 3.936

3 Organizational Justice 3.734

4 Organizational Support 3.776

5 Internal Communication 3.393

Source: Survey Data (2024)

Among the influencing factors, reward and recognition received the highest
overall mean value, indicating that employees perceive their efforts to be adequately
rewarded and acknowledged. This reflects the effectiveness of the company’s
initiatives in recognizing employee contributions. Conversely, internal
communication received the lowest overall mean value, suggesting that employees
perceive it as the weakest area. Improving communication could help ensure that
employees are better informed and more connected to the organization.

4.4 Descriptive Analysis of Employee Engagement

Grounded in Kahn's Personal Engagement Theory and Saks's Social Exchange

Theory, five statements were prepared to assess the level of employee engagement in
Marlarmyaing Public Company Limited. The mean values of these engagement
factors will indicate the level of employee engagement. If the mean value of a factor

35
is above 3, it can be assumed that employees are highly engaged in that aspect.
Conversely, a mean value below 3 suggests that employees may be disengaged.

Table 4.12 - Descriptive Analysis of Employee Engagement

Standard
No. Statement Mean
Deviation
I am motivated to tackle new challenges and perform
1. 3.79 0.722
my best at work.
I am committed to achieving the goals and objectives
2. 3.72 0.723
of my organization.
I feel enthusiastic about my job and am willing to put
3. extra effort to contribute to the success of the 3.48 0.756
organization.

4. I feel a strong sense of belonging to my organization. 3.62 0.747

I take pride in my work, accomplishments and being

5. 4.01 0.675
part of this organization.

Overall Mean 3.722

Source: Survey Data (2024)

A high mean score of 3.79 indicates that employees are generally motivated to
tackle new challenges and perform their best at work. With a high mean score of 3.72,
employees show a strong commitment to achieving the organization's goals and
objectives. A moderate mean score of 3.48 suggests that employees are somewhat
enthusiastic about their jobs and willing to put in extra effort. The high mean score of
3.62 reflects a sense of belonging to the organization. A high mean score of 4.01
indicates that employees take significant pride in their work, accomplishments, and
being part of the organization. The highest mean score is 4.01 for pride in work, with
a standard deviation of 0.675, indicating a strong and consistent sense of
accomplishment and pride among employees. In contrast, the lowest mean score is
3.48 for job enthusiasm, with a standard deviation of 0.756, reflecting a moderate
level of enthusiasm and a wider range of employee attitudes towards their jobs.

36
4.5 Reliability Analysis

To ensure the accuracy and consistency of the data collected, a reliability

assessment was conducted for the survey instrument. Reliable measures enhance the
credibility of the research findings by confirming that the results reflect true and
consistent responses. This study assessed the reliability of the measurement
instruments using Cronbach's alpha, which measures internal consistency and
indicates how closely related the survey items are as a group.

Table 4.13 – Reliability Analysis

Items No. of Items Cronbach's Alpha

Job Characteristics 5 0.812
Reward & Recognition 5 0.828
Organizational Justice 5 0.797
Organizational Support 5 0.846
Internal Communication 5 0.823
Employee Engagement 5 0.883
Source: Survey Data (2024)

The Cronbach's alpha for Job Characteristics is 0.812, indicating good internal
consistency and reliable alignment among the questions. Reward and Recognition has
an alpha of 0.828, also reflecting good internal consistency. Organizational Justice has
a slightly lower alpha of 0.797, which is still acceptable. Organizational Support
demonstrates very strong reliability with an alpha of 0.846. Internal Communication
has an alpha of 0.823, indicating good reliability. Finally, Employee Engagement
shows an alpha of 0.883, indicating good reliability and strong internal consistency.

4.6 Correlation Analysis of Influencing Factors and Employee Engagement

In this section, the relationships between each independent variable—job

characteristics, reward & recognition, organizational justice, organizational support,
and internal communication—and the dependent variable, employee engagement, are
examined. Pearson correlation analysis is employed to assess these relationships
before conducting multiple regression analysis.

37
 Table 4.14 - Correlation Analysis of Influencing Factors and Employee
Engagement

Pearson Correlation
No Particular Sig. (2-tailed)
Coefficient
1 Job Characteristics .648** .000
2 Reward & Recognition .657** .000
3 Organizational Justice .592** .000
4 Organizational Support .667** .000
5 Internal Communication .555** .000
Source: Survey Data (2024)

According to the table above, there are positive and significant relationships
between the dependent variable, employee engagement, and the independent
variables, including job characteristics, reward and recognition, organizational justice,
organizational support, and internal communication. The correlation between Job
Characteristics and Employee Engagement is strong, with an r value of 0.648. Reward
and Recognition also show a strong correlation with Employee Engagement, with an r
value of 0.657. Organizational Justice demonstrates a medium correlation with
Employee Engagement, with an r value of 0.592. Among all the independent
variables, Organizational Support exhibits the strongest positive correlation with
Employee Engagement, with an r value of 0.667. Although slightly weaker, Internal
Communication still shows a medium positive correlation with Employee
Engagement, with an r value of 0.555.

4.7 Multiple Regression Analysis of Influencing Factors and Employee

Engagement

Multiple regression analysis is a statistical method used to examine the

relationship between a single interval-scaled dependent variable and two or more
independent variables simultaneously (G. Zikmund, 2010). This technique is
particularly useful when multiple independent variables are expected to influence the
dependent variable. This section examines which independent variables have a
significant relationship with the dependent variable, Employee Engagement. The
analysis is conducted using regression on survey data. Table 4.15 presents the
regression results between the independent variables and the dependent variable.

38
 Table 4.15 – Regression Analysis of Influencing Factors and Employee
Engagement

Unstandardized Standardized
Coefficient Coefficient
Variables t Sig
Std.
B Beta
Error
(Constant) .232 .272 .852 .396
Job Characteristics .204** .084 .217 2.426 .017
Reward & Recognition .181** .087 .184 2.075 .040
Organizational Justice .157 .090 .138 1.756 .082
Organizational Support .302*** .077 .312 3.904 .000
Internal Communication .099 .076 .104 1.309 .193
R2 .609
Adjusted R2 .593
F - value 37.423
P - value .000
Source: Survey Data (2024)

*** = significant at 0.01 level

** = significant at 0.05 level

According to Table (4.14), the Adjusted R² value is 0.593, meaning that the
independent variables can explain 59.3% of the variation in the dependent variable,
Employee Engagement. The F value of 37.423 is statistically significant at the 1%
level (p = 0.000), indicating that the overall regression model is highly significant.
According to the table (4.10), the beta coefficients for the independent variables are:
Job Characteristics (0.217), Reward & Recognition (0.184), Organizational Justice
(0.138), Organizational Support (0.312), and Internal Communication (0.104)
respectively. Since the estimated coefficient values of each independent variable are
all positive, there is direct relationship between the dependent variable (employee
engagement) and every independent variable.

The relationship between Job Characteristics and Employee Engagement is

significant at the 5% level (p = 0.017), with a 1-unit increase in Job Characteristics

39
leading to a 0.204-unit increase in Employee Engagement. Reward & Recognition
also shows a significant relationship at the 5% level (p = 0.040), where a 1-unit
increase results in a 0.181-unit increase in Employee Engagement. Although
Organizational Justice does not reach the conventional significance level (p = 0.082),
it may still have some impact on Employee Engagement, and further study could
provide more insight into this potential influence. Being the most influential factor,
Organizational Support has a highly significant impact at the 1% level (p = 0.000),
with a 1-unit increase leading to a 0.302-unit increase in Employee Engagement. On
the other hand, Internal Communication, with a p-value of 0.193, does not show a
significant relationship with Employee Engagement and may not be a key determinant
in this model.

40
 CHAPTER 5

CONCLUSION

This chapter presents the conclusion of the study, which aims to analyze the
factors influencing employee engagement in Marlarmyaing Public Company Limited.
The chapter is organized into three sections: first, the findings and discussion are
presented; second, suggestions and recommendations based on the study are offered;
and lastly, the need for further research is discussed.

5.1 Findings and Discussion

The study aims to identify the factors influencing employee engagement in

Marlarmyaing Public Company Limited and analyze the impact of these factors on
employee engagement. It is based on data from 126 employees at the head office of
Marlarmyaing Public Company Limited. As part of the preliminary analysis,
demographic factors of the respondents are examined, including variables such as
gender, age group, level of education, marital status, and work experience. Regarding
gender, there are more female respondents than male, with nearly two-thirds being
female. The majority of respondents are in the 25-34 years age group, while those
aged 45-54 years are the least represented. Most respondents hold a graduate degree,
with over half being university graduates, and a smaller number have postgraduate
degrees. There are also some undergraduates and high school graduates among the
respondents. Most respondents are single, with more than half in this category, though
there are also married employees. In terms of work experience, the majority have 1-5
years of experience, followed by those with 5-10 years. Employees with more than 10
years of experience are rare but are more common than those with less than 1 year of
experience.

The demographic profile of the respondents shows that the workforce is

mainly female, indicating that women may play a significant role in the company’s
operations. The age distribution, with most employees falling within the 25-34 years
range, indicates a young and energetic workforce, while the smaller proportion of
older employees reflects a focus on attracting or retaining younger talent. The
educational background is largely composed of university graduates, indicating the
importance of higher education in the company. However, there is still a presence of

41
employees with only undergraduate or high school education, highlighting a diverse
educational background among the employees. The high number of single employees
could indicate that many are at a stage in life where they are prioritizing their careers.
Most employees having 1-5 years of experience suggests that a large portion of the
workforce is relatively new to the company. However, the presence of a few
employees with over 10 years of experience indicates some level of long-term
retention.

Additionally, this study explores the factors influencing employee engagement

in Marlarmyaing Public Company Limited. The data collected were analyzed using
descriptive statistics, reliability tests, correlation, and regression analysis through
SPSS. Influential factors were measured by using a 5-point Likert scale, ranging from
1 (strongly disagree) to 5 (strongly agree). The descriptive statistics provide an
overview of employees' perceptions of job characteristics, reward and recognition,
organizational justice, organizational support, and internal communication. Job
characteristics scored relatively lower compared to other factors, suggesting that few
employees may find their roles less engaging or fulfilling. This indicates a need for
improvements in aspects such as skill variety, task significance, and autonomy to
enhance engagement. Despite these concerns, employees still hold a moderately
positive view of their roles overall.

Reward and recognition received the highest score, indicating that employees
are generally satisfied with how their efforts are acknowledged, highlighting the
effectiveness of the company’s efforts in recognizing employee contributions.
Organizational justice and organizational support also scored favorably, reflecting a
positive perception of fairness and support within the organization, with employees
perceiving the organization as fair and supportive. However, internal communication
scored the lowest among the factors, with mixed feedback from employees. This
highlights potential areas for improvement, as effective communication is essential
for ensuring that employees feel informed and involved, and addressing this issue
could lead to better engagement across the organization.

Regression analysis was conducted to identify the key factors that significantly
impact employee engagement in the organization. The regression results revealed that
Job Characteristics, Reward & Recognition, and Organizational Support were

42
statistically significant factors of employee engagement in this study. The first
variable, Job Characteristics significantly impact employee engagement at
Marlarmyaing Public Company Limited. The company ensures roles are designed to
involve diverse tasks that utilize employees' skills across various departments.
Employees are given responsibility for entire projects or major parts of projects,
which help them see the results of their work and understand their contributions.
Additionally, Marlarmyaing provides employees with substantial autonomy, allowing
them to make decisions and manage their tasks independently. Supervisors also offer
timely feedback, aiding in professional development and reinforcing the company's
commitment to effective job design.

The second variable, Reward and Recognition, significantly impacts employee

engagement at Marlarmyaing Public Company Limited. The company enhances
employee engagement by providing financial rewards such as additional pay,
performance-based bonuses, and perfect attendance bonuses, which recognize and
incentivize hard work. Employees also receive special bonuses during traditional
Myanmar ceremonies and New Year’s, contributing to a sense of appreciation.
Additionally, non-financial recognition such as awards like "Employee of the Month"
and "Employee of the Year," helps employees feel valued and motivated. These
recognition practices lead to higher engagement by affirming employees'
contributions and encouraging them to continue commitment to their roles.

The third variable, Organizational Justice, does not reach the conventional
significance level but may still have an impact on employee engagement. Employees
at Marlarmyaing Public Company Limited generally feel they are treated with respect
and fairness, with rules and procedures applied consistently. However, there is a need
to enhance equal opportunities for career advancement and ensure that individual
contributions are more accurately reflected in outcomes. Further research could
provide additional insights into how Organizational Justice impacts Employee
Engagement.

The fourth variable, Organizational Support, is the most influencing factor and
significantly impacts employee engagement at Marlarmyaing Public Company
Limited. The company ensures employees have the necessary resources and training,
contributing to their overall effectiveness and satisfaction. By providing a comfortable

43
work environment with modern equipments, flexible working hours, and paid health
leave, Marlarmyaing supports employees’ work-life balance and well-being.
Additionally, senior staffs are required to assist junior employees, promoting a
collaborative atmosphere. Financial support for further qualifications and regular
safety checks in the manufacturing sector demonstrate the company's commitment to
employee development and safety. These practices enhance employee engagement by
creating a supportive and secure work environment, ultimately increasing
engagement.

The fifth variable, Internal Communication, does not show any significant
relationship with employee engagement and may not be a key determinant in this
model. Although regular meetings for important topics are viewed positively, other
aspects of internal communication at Marlarmyaing Public Company Limited are
lacking. Employees express that the culture of open communication, clarity and
effectiveness of communication channels, timeliness of information from
management, and encouragement for feedback and suggestions need improvement.
These shortcomings contribute to lower engagement by limiting transparency and
reducing employees' sense of inclusion and connection with the organization.
Improving these areas could potentially enhance employee engagement.

5.2 Suggestions and Recommendations

After examining the impact of different factors on employee engagement at

Marlarmyaing Public Company Limited, the following suggestions are made to
improve employee engagement within the company. Based on the analysis of mean
scores and regression, it is found that certain factors have a significant impact on
employee engagement at Marlarmyaing Public Company Limited. These significant
factors should be prioritized and further enhanced, as they are already contributing
positively to engagement. On the other hand, the factors that did not show a
significant relationship with employee engagement indicate areas where the company
needs to focus on improvement to potentially increase their effectiveness.

Job characteristics play a crucial role in driving employee engagement.

Employees at Marlarmyaing are engaged by roles that offer variety, autonomy, and
the ability to see the direct impact of their work. To further strengthen this
engagement, the company should consider enhancing roles to provide even more

44
opportunities for skill development, meaningful tasks, and greater control over their
work processes. By continuing to empower employees with responsibility and
providing clear feedback, Marlarmyaing can ensure that employees remain engaged
and invested in their work.

Since Reward and Recognition is significant, the company's efforts in

rewarding and recognizing employees have proven to be effective in promoting
engagement. To enhance this impact, Marlarmyaing could explore additional methods
for acknowledging employees' contributions, both financially and non-financially.
Personalized rewards, regular recognition of achievements, and celebrating successes
can make employees feel more valued and motivated.

Organizational Support has emerged as the most influential factor in

enhancing employee engagement. Marlarmyaing's focus on providing essential
resources, comprehensive training, and a supportive work environment plays a critical
role in this success. To further strengthen engagement, the company should continue
to enhance its support systems by introducing more flexible work options, improving
health benefits, and offering additional professional development opportunities. By
enhancing these support systems, Marlarmyaing can sustain an even more engaged
and committed workforce.

Organizational Justice did not significantly impact employee engagement in

this study. While employees feel generally treated with fairness and respect, issues
remain, particularly with equal opportunities for career advancement and the
reflection of individual contributions in outcomes. These issues indicate that, despite a
baseline of fairness, improvements are needed in how promotions and rewards are
managed. Addressing these gaps could offer valuable insights into how fairness
influences engagement and assist Marlarmyaing Public Company Limited in creating
a more equitable work environment, potentially enhancing employee engagement.

Internal Communication also showed no significant impact on employee

engagement. While employees appreciate regular meetings, there are notable
deficiencies in open communication, channel clarity, and information timeliness.
Furthermore, employees do not feel sufficiently encouraged to share their ideas and
suggestions. To improve this situation, Marlarmyaing Public Company Limited
should focus on refining communication channels, ensuring timely and clear

45
information, and actively inviting and considering employee feedback. Enhancing
these areas could lead to greater transparency and inclusion, which may increase
employee engagement.

5.3 Needs for Further Research

This study focused on employee engagement at the head office of

Marlarmyaing Public Company Limited with 126 employees due to time and resource
constraints. Future research should include all employees across Marlarmyaing's Sales
Centers and offices in various townships to provide a broader view of engagement
and its determinants. This study employed Personal Engagement Theory and Social
Exchange Theory. Future research could benefit from incorporating Herzberg's Two-
Factor Theory and Maslow's Hierarchy of Needs to gain a deeper understanding of the
factors influencing employee engagement. Additionally, while this study examined
Job Characteristics, Reward and Recognition, Organizational Justice, Organizational
Support, and Internal Communication, further research could explore Leadership
Styles, Work-Life Balance, Career Development Opportunities, Organizational
Culture, and Job Security. Investigating these factors could offer deeper insights into
employee attitudes and behaviors. Furthermore, assessing how these variables
influence Employee Retention, Job Satisfaction, and Employee Performance would
provide a more comprehensive understanding of their effects. Finally, researching the
Manufacturing and Wholesale Trade industries could offer valuable comparisons,
given their similarities to Marlarmyaing’s distribution and production functions.

46
 REFERENCES

Adonis, J. (2006). The 4 key elements of employee engagement. Adonis.

Allam, Z. (2017). Employee disengagement: A fatal consequence to organization and

its ameliorative measures. International Review of Management and

Marketing, 7(2), 49-52.

Ambrose, M. L. (2002). Contemporary justice research: A new look at familiar

questions. Organizational Behaviour and Human Decision Processes, 89(1),

803-812.

Ashton, C., & Morton, L. (2005). Managing talent for competitive advantage: Taking

a systemic approach to talent management. Strategic HR review, 4(5), 28-31.

Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career

development international, 13(3), 209-223.

Bedarkar, M., & Pandita, D. (2014). A study on the drivers of employee engagement

impacting employee performance. Procedia-Social and Behavioural Sciences,

133, 106-115.

Brown, S. P. (1996). A meta-analysis and review of organizational research on job

involvement. Psychological bulletin, 120(2), 235-255.

Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001).

Justice at the millennium: a meta-analytic review of 25 years of organizational

justice research. Journal of applied psychology, 86(3), 425-445.

Colquitt, J. A., Greenberg, J., & Zapata-Phelan, C. P. (2013). What is organizational

justice? A historical overview. In J. A. Colquitt & J. Greenberg (Eds.),

Handbook of organizational justice (pp. 3-56). Psychology Press.

Esayas, E. (2019). Factors that determine employee engagement: The case of the

Commercial Bank of Ethiopia (Master's thesis, Addis Ababa University).

Gummadi, A., & Devi, A. (2013). An empirical study on the relationship between

determinants of employee engagement among the banking professionals of

Guntur urban region. Global Journal of Commerce and Management

Perspective, 2(5), 23-28.

Kahn, W. A. (1990). Psychological conditions of personal engagement and

disengagement at work. Academy of Management Journal, 33(4), 692-724.

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement.

Industrial and organizational Psychology, 1(1), 3-30.

Maslach, C., & Leiter, M. P. (2000). The truth about burnout: How organizations

cause personal stress and what to do about it. John Wiley & Sons.

Mazzei, A. (2010). Promoting active communication behaviours through internal

communication. Corporate communications: An international journal, 15(3),

221-234.

Nigusse, S. (2018). Factors affecting employees’ engagement: The case of selected

private banks in Addis Ababa (Doctoral dissertation, Addis Ababa University).

Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the

organization: the contribution of perceived organizational support. Journal of

applied psychology, 86(5), 825.

Robinson, D., Perryman, S., & Hayday, S. (2004). The drivers of employee

engagement. Brighton, UK: Institute For Employment Studies.

Rothbard, N. P. (2001). Enriching or depleting? The dynamics of engagement in work

and family roles. Administrative science quarterly, 46(4), 655-684.

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal

of managerial psychology, 21(7), 600-619.

Sathyanarayana, S. S. G. L. B., Gargesha, S., & Bellave, L. (2017). Determinants of

employee engagement in Indian IT sector. Singaporean Journal of Business,

Economics and Management Studies, 51(5372), 1-21.

Schaufeli, W. B., & Salanova, M. (2007). Work engagement. In Managing social and

ethical issues in organizations (pp. 135-177). Psychology Press.

Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The

measurement of engagement and burnout: A two sample confirmatory factor

analytic approach. Journal of Happiness studies, 3, 71-92.

Soe, N. Z. (1999). The role of agriculture in the development of Myanmar economy

(Doctoral dissertation, KDI School).

Tilahun, T. (2022). Factors Affecting Employee Engagement in Development Bank of

Ethiopia. Journal of Good Governance and Sustainable Development in

Africa, 7(1), 43-71.

Yee, S. J. (2012). A survey of factors influencing employee engagement. Project

work, Universiti Sains Malaysia, 49-58.

Zamin Abbas, R., Sohaib Murad, H., Yazdani, N., & Asghar, A. (2014). Extending

“Kahn's model of personal engagement and disengagement at work” with

reference to existential attributes: A case study of HR managers in Pakistan.

International Journal of Social Economics, 41(1), 2-31.

 APPENDIX - A

QUESTIONNAIRE
I am a final year commerce student attending Yangon University of
Economics. I am conducting research on employee engagement in Marlarmyaing
Public Company Limited as part of my [Link] term paper. I would appreciate your
participation in this survey. Your input is crucial in identifying the influencing factors
on employee engagement. The survey will take approximately 10 minutes to
complete, and all responses will be handled confidentially. Thank you so much for
your participation.

Section A - Demographic Profiles

1. Gender

 Male
 Female

2. Age
 18-24
 25-34
 35-44
 45-54
 55-60

3. Level of Education

 High School
 Undergraduate
 Graduate
 Postgraduate

4. Marital Status

 Single
 Married
 Other

5. Working Experience

 Less than 1 year

 1 - 5 years
 5 - 10 years
 More than 10 years
Section B – Factors Influencing on Employee Engagement Questionnaire
Based on your opinion, please indicate the most appropriate response with the scale
given below.
(1)=Strongly Disagree, (2)=Disagree, (3)=Neutral, (4)=Agree, (5)=Strongly Agree

1. Job Characteristics

No. Statement 1 2 3 4 5
1 The job provides opportunities to use skills and
abilities.
2 A sense of accomplishment arises upon task
completion.
3 The job is meaningful and contributes to the overall
goals of the company.
4 Employees have autonomy and control over how
work is performed.
5 Employees receive regular feedback regarding
performance.

2. Reward and Recognition

No. Statement 1 2 3 4 5
1 Employees receive performance-based bonuses or
additional pay.
2 The potential for promotion motivates employees to
perform optimally.
3 The company has formal recognition programs, such
as Employee of the Month/Year.
4 Peers and supervisors give regular acknowledgment
for efforts and accomplishments.
5 The work itself is rewarding and fulfilling.
3. Organizational Justice

No. Statement 1 2 3 4 5
1 Everyone has equal opportunities for advancement in
the company.
2 Outcomes reflect the contributions of employees to
the company.
3 Rules and procedures are applied consistently to all
employees in the company.
4 Supervisors treat employees fairly in the company.

5 Employees are treated with respect in the company.

4. Organizational Support

No. Statement 1 2 3 4 5
1 The company provides the necessary resources to
perform the job effectively.
2 The company provides sufficient training and
development opportunities.
3 Employees receive adequate support from colleagues
and supervisors when needed.
4 Employees are supported by the company in
achieving work goals.
5 The company cares about employees' well-being and
work-life balance.

5. Internal Communication

No. Statement 1 2 3 4 5
1 The company promotes a culture of open
communication, where ideas and concerns are
welcomed.
2 Communication channels in the company are clear
and effective (e.g., e-mail and intranet).
3 Management provides timely and relevant information
about company updates.
4 Employees are encouraged to share feedback and
suggestions, which are considered by management.
5 Meetings are conducted regularly to discuss important
topics and ensure everyone is informed.
Section C – Employee Engagement Questionnaire
Employee Engagement

No. Statement 1 2 3 4 5
1 Employees are motivated to tackle new challenges
and perform optimally at work.
2 Employees are committed to achieving the goals and
objectives of the company.
3 Employees are enthusiastic and willing to put in extra
effort to contribute to the success of the company.
4 Employees have a strong sense of belonging to the
company.
5 Employees are proud to be a part of the company.

APPENDIX – B

Profile of the respondents

Frenquencies

Frequency Tables

Gender
Valid Cumulative
Frequency Percent
Percent Percent
1 46 36.5 36.5 36.5
Valid 2 80 63.5 63.5 100.0
Total 126 100.0 100.0

Age
Valid Cumulative
Frequency Percent
Percent Percent
1 27 21.4 21.4 21.4
2 54 42.9 42.9 64.3
Valid 3 33 26.2 26.2 90.5
4 12 9.5 9.5 100.0
Total 126 100.0 100.0
 Level of Education
Valid Cumulative
Frequency Percent
Percent Percent
1 18 14.3 14.3 14.3
2 14 11.1 11.1 25.4
Valid 3 84 66.7 66.7 92.1
4 10 7.9 7.9 100.0
Total 126 100.0 100.0

Marital Status
Valid Cumulative
Frequency Percent
Percent Percent
1 47 37.3 37.3 37.3
2 76 60.3 60.3 97.6
Valid
3 3 2.4 2.4 100.0
Total 126 100.0 100.0

Working Experience
Valid Cumulative
Frequency Percent
Percent Percent
1 16 12.7 12.7 12.7
2 54 42.9 42.9 55.6
Valid 3 37 29.4 29.4 84.9
4 19 15.1 15.1 100.0
Total 126 100.0 100.0

Descriptives

Descriptive Statistics
Std.
N Mean
Deviation
JC1 126 3.76 .774
JC2 126 3.92 .776
JC3 126 3.62 .778
JC4 126 2.95 .979
JC5 126 3.19 .883
Valid N 126
 Descriptive Statistics
Std.
N Mean
Deviation
RR1 126 3.98 .748
RR2 126 4.13 .780
RR3 126 4.17 .787
RR4 126 3.54 .816
RR5 126 3.87 .804
Valid N 126

Descriptive Statistics
Std.
N Mean
Deviation
OJ1 126 3.53 .734
OJ2 126 3.57 .784
OJ3 126 3.90 .698
OJ4 126 3.76 .625
OJ5 126 3.90 .686
Valid N 126

Descriptive Statistics
Std.
N Mean
Deviation
OS1 126 3.83 .670
OS2 126 3.87 .858
OS3 126 3.63 .767
OS4 126 3.53 .817
OS5 126 4.02 .815
Valid N 126

Descriptive Statistics
Std.
N Mean
Deviation
IC1 126 3.17 .830
IC2 126 3.35 .803
IC3 126 3.23 .750
IC4 126 3.27 .880
IC5 126 3.94 .823
Valid N
126
(listwise)
 Descriptive Statistics
Std.
N Mean
Deviation
EE1 126 3.79 .722
EE2 126 3.72 .723
EE3 126 3.48 .756
EE4 126 3.62 .747
EE5 126 4.01 .675
Valid N
126
(listwise)

Reliability

Reliability Statistics For JC

Cronbach's
N of Items
Alpha
.812 5

Reliability Statistics For RR

Cronbach's
N of Items
Alpha
.828 5

Reliability Statistics For OJ

Cronbach's
N of Items
Alpha
.797 5

Reliability Statistics For OS

Cronbach's
N of Items
Alpha
.846 5

Reliability Statistics For IC

Cronbach's
N of Items
Alpha
.823 5

Reliability Statistics For EE

Cronbach's
N of Items
Alpha
.883 5
Correlations

Correlations
JC RR OJ OS IC EE
Pearson
1 .635** .613** .520** .651** .648**
Correlation
JC
Sig. (2-tailed) .000 .000 .000 .000 .000
N 126 126 126 126 126 126
Pearson
.635** 1 .585** .665** .449** .657**
Correlation
RR
Sig. (2-tailed) .000 .000 .000 .000 .000
N 126 126 126 126 126 126
Pearson
.613** .585** 1 .502** .543** .592**
Correlation
OJ
Sig. (2-tailed) .000 .000 .000 .000 .000
N 126 126 126 126 126 126
Pearson
.520** .665** .502** 1 .488** .667**
Correlation
OS
Sig. (2-tailed) .000 .000 .000 .000 .000
N 126 126 126 126 126 126
Pearson
.651** .449** .543** .488** 1 .555**
Correlation
IC
Sig. (2-tailed) .000 .000 .000 .000 .000
N 126 126 126 126 126 126
Pearson
.648** .657** .592** .667** .555** 1
Correlation
EE
Sig. (2-tailed) .000 .000 .000 .000 .000
N 126 126 126 126 126 126
**. Correlation is significant at the 0.01 level (2-tailed).

Regression

Variables Entered/Removeda
Variables Variables
Model Method
Entered Removed
IC, RR,
1 . Enter
OJ, OS, JC
a. Dependent Variable: EE
b. All requested variables entered.
 Model Summaryb
Adjusted Std. Error of
Model R R Square Durbin-Watson
R Square the Estimate
.78
1 .609 .593 .38192 1.665
1a
a. Predictors: (Constant), IC, RR, OJ, OS, JC
b. Dependent Variable: EE

ANOVAa
Sum of Mean
Model df F Sig.
Squares Square
Regression 27.294 5 5.459 37.423 .000b
1 Residual 17.504 120 .146
Total 44.798 125
a. Dependent Variable: EE
b. Predictors: (Constant), IC, RR, OJ, OS, JC

Coefficientsa
Model Unstandardized Standardized t Sig. Collinearity
Coefficients Coefficients Statistics
B [Link] Beta Tolerance VIF
1 (Constant) .232 .272 .852 .396
JC .204 .084 .217 2.426 .017 .406 2.462
RR .181 .087 .184 2.075 .040 .416 2.404
OJ .157 .090 .138 1.756 .082 .526 1.902
OS .302 .077 .312 3.904 .000 .508 1.967
IC .099 .076 .104 1.309 .193 .519 1.926
a. Dependent Variable: EE

Residuals Statisticsa
Std.
Minimum Maximum Mean N
Deviation
Predicted Value 1.3392 4.8277 3.7222 .46728 126
Residual -1.03102 1.09876 .00000 .37421 126
Std. Predicted
-5.100 2.366 .000 1.000 126
Value
Std. Residual -2.700 2.877 .000 .980 126
a. Dependent Variable: EE