The phenomena of employee engagement is growing in stature, primarily owing to the perceived organisational effects. Consultancy agencies are to the fore in advocating such benefits. Engaged employees have been shown to have increased morale, satisfaction, productivity, and motivation. In academic circles, although much is written on the concept of employee engagement, there is a scarcity of empirical research or testing. This is particularly true of junior leaders in the Defense Forces, hence the significance of the current research. The purpose of this study is to investigate the engagement level of junior leaders in the Defence Forces, to add knowledge and insight to this under research topic. This study is underpinned theoretically by the work of Kahn (1990), aligning to a clear definition and empirically tested findings. The present study found that junior leaders were engaged, but the results are far from conclusive. The findings highlight that psychological meaningfulness and safety were positively linked to junior leaders' investment in their work. Conversely, psychological availability and the drivers of employee engagement were negatively associated with junior leaders' investment in work. Most findings were in line with previous studies, including the 2008 and 2015 Defence Forces Climate Surveys ; however, barriers to the engagement levels of junior leaders emerged from the current research. The findings highlight that junior leaders believe they are not receiving appropriate reward for their performance, nor do they feel their work is valued by the Defence Forces. The perception of reward and value are vital components of the psychological contract, and both are conducive to employment engagement. This study also highlights that junior leaders are not receiving the support they need to perform their roles, but co-worker support and respect are positively portrayed. This study also demonstrates the ineffectiveness of communication in the Defence Forces, particularly supervisors' capacity to communicate effectively with junior leaders. The current research has highlighted some of the principle concerns for the Defence Forces in relation to employment engagement. These findings have implications for senior management and supervisors in promoting an engaged workforce - (Abstract)

Thesis Cork Institute of Technology, 2017.

Bibliography: (pages 102-117)