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Paper ID:IJSREM67206

A Study on the Impact of Empolyee Engagement on Job Satisfaction

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM67206

Volume:

10 |

9 |

Sep 2026

Pages:

1-8

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM67206

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

MM

Mounika M

Department of Management Studies (MBA)

Visvesvaraya Technological University, VTU-Centre for PG Studies, Muddenahalli, Chickaballapur -562101.

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Mentors

DBM

Dr. Binoy Mathew

Department of Management Studies (MBA)

Visvesvaraya Technological University, VTU-Centre for PG Studies, Muddenahalli, Chickaballapur -562101.

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Abstract

Employee engagement has emerged as a critical factor influencing employees' attitudes, commitment, and overall job satisfaction in modern organizations. This study examines the impact of employee engagement on job satisfaction by exploring how factors such as leadership support, communication, recognition, career development, and organizational support affect employees' work experiences. A descriptive research design with a quantitative approach was adopted, and primary data were collected from employees using a structured questionnaire. The data were analyzed using percentage analysis, descriptive statistics, correlation analysis, and the Chi-square test. The findings revealed a significant positive relationship between employee engagement and job satisfaction, indicating that highly engaged employees are more motivated, productive, committed, and satisfied with their jobs. The study concludes that effective human resource practices and employee engagement initiatives play a vital role in improving employee well-being, organizational commitment, and overall organizational performance. The findings provide valuable insights for HR managers and organizational leaders in developing strategies that strengthen employee engagement, enhance job satisfaction, and support sustainable organizational growth.

KEYWORDS

Employee Engagement; Job Satisfaction; Human Resource Management; Organizational Commitment; Employee Performance.

Cite This Article

Mounika M, Dr. Binoy Mathew, "A Study on the Impact of Empolyee Engagement on Job Satisfaction," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 9, pp. 1-8, Sep 2026. https://doi.org/10.55041/IJSREM67206

Full Article/Conclusion

Employee engagement and job satisfaction are two important factors that contribute significantly to organizational success and employee well-being. This study examined the relationship between employee engagement and job satisfaction and found that engaged employees are more likely to experience higher levels of satisfaction in their jobs. The findings indicate that employees who receive adequate support, recognition, opportunities for career development, and effective communication from the organization demonstrate greater commitment, motivation, and enthusiasm toward their work. Such employees are also more likely to contribute positively to organizational performance and remain loyal to the organization. The statistical analysis confirmed a significant positive relationship between employee engagement and job satisfaction, indicating that organizations should consider employee engagement as a strategic priority. Effective human resource practices, including fair performance appraisal, employee recognition, training and development, supportive leadership, and employee participation in decision-making, play a crucial role in enhancing both engagement and satisfaction. These practices not only improve employee morale but also increase productivity, reduce absenteeism, strengthen organizational commitment, and lower employee turnover. The study also highlights the importance of creating a positive and inclusive work environment where employees feel valued, respected, and motivated to perform their best. Organizations that invest in employee engagement initiatives are more likely to achieve sustainable growth, improve service quality, and maintain a competitive advantage. Although the study was limited to a selected organization, the findings provide useful insights for managers and HR professionals in developing effective strategies to improve employee engagement and job satisfaction. Future research may explore these variables across different industries and organizational settings using larger samples to enhance the generalizability of the findings. Overall, strengthening employee engagement is an effective approach to improving job satisfaction and achieving long-term organizational success.

References

Albrecht, S. L. (Ed.). (2010). Handbook of employee engagement: Perspectives, issues, research and practice. Edward Elgar Publishing. Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209–223. Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077 Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268 Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376 Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287 Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Rand McNally. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x

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Publication Date

9/11/2026

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