UNIVERSITY OF CAGAYAN VALLEY

SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Factors of Faculty Engagement Impacting Faculty Performance

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A Research Proposal Presented to the Faculty

of School of Liberal Arts and Teacher Education
University of Cagayan Valley

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By:

MARY JANE A. TUPPIL

MARYJANE G. REGINO

JOJO A. BALUYAN

AUGUST 2022

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Table of Contents

Title page………………………………………………………………………………………….1

Chapter 1:THE PROBLEM AND REVIEW OR RELATED LITERATURE

Introduction………………………………………………………………………………..3

Statement of the Problem………………………………………………………………….4

Hypothesis…………………………………………………………………………………5

Significance of the Study………………………………………………………………….6

Review of Related Literature and Studies………………………………………………...6

Research Paradigm……………………………………………………………………….14

Chapter 2: METHODOLOGY

Research Design………………………………………………………………………….15

Locale of the Study………………………………………………………………………15

Respondents of the Study………………………………………………………………...15

Data Gathering Instrument……………………………………………………………….15

Data Analysis…………………………………………………………………………….16

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 UNIVERSITY OF CAGAYAN VALLEY
SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Chapter 1

THE PROBLEM AND REVIEW OF RELATED LITERATURE

INTRODUCTION

Organizations require people, and individuals need organizations. With the passage of

time, the need of enticing and encouraging people to work harder has grown even more

important. Employees' emotional and intellectual commitment to their organization's success is

referred to as employee engagement (Chartered Institute of Internal Auditors, 2017). Engaged

employees are more productive, and every firm should be aware of the factors that influence

employee engagement. (Perrin's Global Workforce Study, 2003) Employee engagement is

defined as an employee's willingness and ability to contribute to the success of their company,

primarily by putting in time and effort on a regular basis. It is influenced by a variety of factors

that include both emotional and rational aspects of work as well as the overall work experience.

The difficulty for many firms' Chief Executive Officers, Human Resources and business

leaders has been to ensuring that when their employees – teaching staffs report to work on a

daily basis, they do so not only physically but also mentally and emotionally. On the other hand,

they must ensure that their workers are actually engaged. Today, faculty engagement has

emerged as a major business driver that needs to be addressed. It has a direct impact on staff

morale, productivity, and motivation to stay with the organization in the long run. An engaged

faculty member will demonstrate a high level of dedication and participation in the field.

Employees who are highly engaged will constantly surpass their peers and set new norms
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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

(Bedarkar & Pandita, 2014). Teachers with a strong feeling of duty and involvement are valuable

assets in any firm. They are the driving force behind a company's long-term success since they

contribute to the company's vision, mission, goals, and objectives (Laguador & Deligero, 2014).

As a result, companies must be aware of what motivates their employees - teachers to be

productive and productive at work. Knowing these can assist employees build a good attitude

toward their company, allowing them to be more conscious of the corporate environment and

their work, which will help them perform better at work and in the workplace.

As a higher education institution, the University of Cagayan Valley must maintain a

competent and devoted teaching staff in order to supply the products and services that its

stakeholders require in order to achieve its mission and excellence. As a result, management

should be informed of the status of its teaching staff in terms of their commitment to their jobs.

As a result of this study, knowing the causes of faculty involvement will help create a better

image of the University's teaching staff to sustain competent teachers to provide high-quality

education to its students.

Statement of the Problem

The study will be conducted to identify the factors of engagement among full-time faculty

members of University of Cagayan Valley (UCV). More specifically, it aims to answer the

following questions:

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

1. What is the profile of the participants in terms of:

a. Department

b. Age

c. Sex

d. Civil status

e. Educational attainment

f. Length of service

2. Which of the following factors influences faculty engagement?

a. Administration and Management Policies

b. Work Place and Resources

c. Compensation and Benefits

d. Interpersonal Relationships

e. Achievement and Recognition

3. Is there a significant difference on the factors of engagement among faculty members

when grouped according to their profile variables?

Hypothesis

There is no significant difference on the factors of engagement among full time faculty

members when grouped according to their profile variables.

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Significance of the Study

This study will provide insights among employers on the factors of faculty engagement.

To sustain competent teachers and provide quality definition of terms of education to its clients,

determining the determinants of faculty involvement would assist create a better picture of the

University's teaching team. Ensuring that employees – teaching staffs have a positive attitude

toward their organization and its values, as well as being aware of the business context and

working to improve job and organizational effectiveness, could also help management develop a

positive attitude toward their organization and its values in employees. In order to increase

employee productivity in the workplace, every organization must be aware of the various

dimensions of employee engagement drivers in order to increase employee engagement.

REVIEW OF RELATED LITERATURE AND STUDIES

Employee engagement refers to a person's emotional and intellectual commitment to a

company's success. Employees that are engaged in their work have a strong sense of purpose and

meaning, and they put up a specific effort to achieve the company's goals. The "harnessing of

organizational members' selves to their work roles" was defined by Kahn (1990) as "work-

related engagement." During role performance, people use and express themselves physically,

cognitively, and emotionally in participation. Employees who say, speak-positively about the

organization, stay-desire to be an effective member and strive-to-continue to perform beyond the

organization's minimum criteria, according to Hewitt Associates (2006). Engaged employees

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

aren't only committed to their jobs, but they're passionate about them as well. Employees who

are engaged are more profitable, productive, focused, have a good time, and are less likely to

leave the company (Gallup Organization, USA, 1999). Employees who are engaged are

concerned about the company's future and are willing to put in extra effort to help it succeed

(Gallup Organization, USA, 1999). Staff engagement (Tower Perin, USA, 2003, 2007) has been

connected to both financial and customer outcomes in studies on employee engagement. There is

a strong link between high levels of employee engagement and reduced turnover rates, as well as

improved customer satisfaction and loyalty, according to them. It is described as how an

individual contributes and relates to the organization for which he or she works, and it is defined

as how an individual feels passionately and commits to producing the best performance.

Employee engagement can be defined as the amount of time, effort, and energy that employees

devote to their jobs at their own choosing. Employee turnover, customer satisfaction, loyalty,

productivity, safety, and profitability criteria are all linked to employee engagement (Harter,

Schmidt, & Hayes, 2002). To attract, retain, and engage employees, it is necessary to provide

opportunities for development and career growth, as well as appropriate leadership styles and

work-life balance.

Frederick Herzberg, a psychologist, proposed the two-factor theory. In the concept that

an individual's relationship to work is fundamental and that one's attitude toward work might

very well decide success or failure, it is frequently referred to as motivation-hygiene theory.

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Extrinsic elements are linked to unhappiness, while intrinsic factors are linked to job satisfaction,

according to the hypothesis.

The factors that lead to job satisfaction, according to Herzberg, are distinct from those

that lead to job unhappiness. Peace, but not necessarily motivation, may be achieved by

managers who aim to minimize issues that contribute to job unhappiness. Rather than motivating

their employees, they will placate them. As a result, Herzberg classified job-related

characteristics such as supervision, remuneration, business policies, physical working conditions,

interpersonal relationships, and job security as hygiene factors. People will not be unsatisfied,

nor will they be satisfied, if they are competent. When it comes to motivating people at work,

Herzberg suggests focusing on variables related to the work itself or immediately resulting from

it, such as possibilities for advancement, personal development, acknowledgment, accountability,

and success. People who have these characteristics feel them to be intrinsically satisfying.

Factors of Employee Engagement

Employee engagement is enumerated as a result of rules governing administration and

management, the workplace and resources, salary and benefits, interpersonal interactions, and

success and recognition (Comia & Buenviaje, 2016).

Administration and Management Policies

Employee participation in decision-making can help employees meet their needs and

encourage them to be more engaged at work (Comia & Buenviaje, 2016). There is a sense of
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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

being valued and involved, which includes things like participation in decision-making and the

ability to express one's ideas, as well as opportunities for employees to advance in their jobs and

the organization's concern for their health and well-being, as well as a sense of being valued and

involved (Robinson, et. al., 2004). As a result, communication is the most significant factor of

employees' engagement, as is the opportunity for them to share their thoughts and opinions with

others in the organization, as well as the necessity of being kept informed about what is going on

in the organization (CIPD, 2006). The recruitment policy utilized by a business has an instant

connection with the employee's future levels of involvement, according to Schneider, Macey,

and Barbera (2009), as quoted by Jones (2014). Work-life balance, according to Anitha (2013), is

a critical policy/process that organizations typically overlook. Employees must be satisfied in life

in order to be pleased at work, according to Millar (2012). The capacity of an organization to

provide a flexi-work policy that allows employees to achieve a work-life balance is

tremendously beneficial to employee engagement (Richman, et. al. 2008).

Workplace and Resources

Employees can be more engaged in their work if they are in a good working environment

(Bay, An & Laguador, 2014). Employee engagement can also be boosted by providing a healthy

workplace environment (Comia & Buenviaje, 2016). In today's business world, the work

environment is the most important aspect in keeping an employee content, and it takes a

completely different approach than it did just a few years ago (Smith, 2015). According to Jones

(2014), Rich, Lepine, and Crawford (2010) discovered that numerous aspects of the workplace
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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

contribute to employee engagement. Beyond the work environment's importance in terms of

employee engagement, there's also the workplace's supportive aspect, which has a definite link to

a productive working environment. As mentioned by Shuck (2010) in (Rana, Ardchvilli, &

Tkachenko, 2014), providing support was extremely useful in establishing positive working

climates (Rana, Ardchvilli, Tkachenko). Management and supervisors should also be encouraged

to create a happy and meaningful working environment for their employees, according to Shuck

(2010). According to a research on employee engagement conducted by Saks (2006), the level of

employee and organizational engagement was well-predicted by the company's presumed

support.

Compensation and Benefits

The more perks an employee can receive, the more likely they are to be engaged in their

employment (Comia & Buenviaje, 2016). Employee engagement is influenced by total

incentives schemes, programs, and policies (Scott, 2010). Financial (extrinsic) and non-financial

(intrinsic) rewards are two forms of rewards that can be used to improve employee performance,

according to Luthans (2000). Pay-for-performance means things like a bonus, a promotion, a

commission, tips, gratuities, and gifts, among other things. Non-monetary/non-cash benefits are

social recognition, praise, and genuine appreciation, among other things. Employees can use

such awards to assess their performance and determine whether they are doing well or poorly

(Sarvadi, 2010). Extrinsic rewards, according to Thomas (2009), are no longer as relevant as they

once were, as intrinsic rewards now drive more of the day-to-day motivation. Intrinsic rewards,
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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

on the other hand, according to Hasaan and Fazal (2011), truly inspire the employee by fulfilling

his intrinsic factors or motivation.

Pay and benefits are equally significant to every employee, according to Buckingham &

Coffman (2005). At the very least, a company's pay should be equivalent to the market average.

Bringing a firm's pay and benefits package up to market level, while a good start, will not get it

very far. They are like baseball tickets: they can get a company into the game, but they won't

help it win (Markos, 2010). Compensation and perks, according to Herman (2005), assist people

focus on their job and the tasks they have to do. It also tries to affect the current and future work

performance of employees (Sonnentag, et. al., 2002; Sonnentag, et al., 2010). Furthermore,

compensation serves a variety of purposes, the most important of which is to attract, retain, and

motivate high-potential personnel (Comia & Buenviaje, 2016).

Furthermore, a striking compensation package is made up of a combination of money

benefits such as bonuses and pay, as well as non-financial rewards such as an extra day of

vacation, according to Jones (2014). Because of the acknowledgment, the person is motivated to

perform at a high level of efficiency and provide high-quality products or services. In addition,

according to a study of the organization's six main drivers of employee engagement,

compensation came in second place out of the six (Joshi & Sodhi 2011).

Interpersonal Relationships

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Gallup, the oldest consulting firm to perform employee engagement surveys, has

discovered that the manager is the most important factor in keeping employees interested.

Employees who have personal ties at work are more engaged workers, according to James

Clifton, CEO of the Gallup organization (Clifton, 2008). Employee engagement is integrally tied

to employer behaviors, according to Vance (2006). He proposes a job performance model to shed

light on the ways in which employer behaviors affect job performance and engagement.

Employee engagement, he claims, is the result of personal characteristics such as knowledge,

skills, abilities, temperament, attitudes, and personality, as well as the organizational context,

which includes leadership, physical and social environments, as well as HR practices that have a

direct impact on job performance.

According to Jones (2014), an open and supportive work environment is essential for

employees to feel comfortable at work, and with this sense of security, they will be able to fully

engage. This statement underlines the importance of worker interactions. Following on from

Anitha's (2013) observation about workplace safety and its relationship to healthy workplace

relationships, Kahn (1990) asserts that a workplace relationship in which an employee feels

comfortable to 'be themselves' makes the employee feel more secure in the workplace. This

permits the employee to concentrate on the task at hand rather than focusing on a potential

disagreement with a third party.

Achievement and Recognition

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

To generate a highly engaged staff, a manager must do five things. They help individuals

grow and develop, give support and recognition where appropriate, and match activities with

strategy (Development Dimensions International, 2005), as referenced in Comia & Buenviaje

(Development Dimensions International, 2005). (2016). When a company's goals are aligned

with an employee's goals and how he or she spends his or her time, the employee is more likely

to be engaged at work. Regular, effective communication that reaches and informs the employee

at the level and practice of his or her job is the glue that keeps the strategic goals of the employee

and the organization together (Gallup's research as quoted in Comia & Buenviaje, 2016).

Employee engagement is boosted when employees are recognized for their accomplishments.

Employees prefer to feel valued, which can lead to a greater dedication to their jobs and a

willingness to put in more effort for the company (Comia & Buenviaje, 2016). Managers ensure

that employees have all of the resources they need to do their duties, as well as providing suitable

training to help them improve their job knowledge and skills (Markos, 2010).

The majority of the non-financial factors that have been identified as contributing to

employee engagement are non-financial. As a result, any firm with dedicated leadership may

reach the necessary degree of participation at a lower cost. This isn't to say that bosses shouldn't

be concerned about their employees' finances. In truth, reward and performance should be linked.

However, this is only a repetition of the Human Relations Movement's old adage that "as a social

creature, human resources are not solely motivated by money" (Markos, 2010).

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

Research Paradigm

PROFILE OF FACTORS OF
RESPONDENTS FACULTY
ENGAGEMENT
 Department
 Age  Administration &
 Sex Management
Policies FACULTY
 Civil Status
 Highest  Workplace & PERFORMANCE
Educational Resources
Attainment  Compensation &
 Length of Benefits
Service  Interpersonal
Relationship
 Achievement &
Recognition

Figure 1. Research Paradigm

The diagram shows the profile of respondents such as department, age, sex, civil status,
highest educational attainment and length of service that may influence the factors of faculty
engagement thus affecting faculty performance.

Chapter 2

Methodology

This chapter presents the methods and procedures the researchers will use in securing the

necessary data needed in the study.

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

The discussions focus on the following subtopics:

(1) Research Design;

(2) Locale of the Study;

(3) Respondents of the Study;

(4) Data Gathering Instrument;

(5) Data Analysis

Research Design

This study will use the descriptive- correlational research design to identify the factors of

engagement among faculty members.

Locale of the Study

This study will be conducted in University of Cagayan Valley, Tuguegarao City,

Cagayan.

Respondents of the Study

The respondents of the study will be full-time faculty members of UCV for the School

Year 2018-2019 and those who are still employed in the University up to present.

Data Gathering Instrument

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SCHOOL OF LIBERAL ARTS AND TEACHER EDUCATION

The study will use a questionnaire adapted from the study of Comia & Buenviaje (2016).

However, some modifications will be made to suit the present study. The questionnaire consisted

of two parts. The first part contained the respondents’ profile while the second part described the

factors of faculty engagement in terms of administration and management policies, workplace

and resources, compensation and benefits, interpersonal relationships, and achievement and

recognition using a 4-point Likert Scale.

Data Analysis

Descriptive statistics such as frequency, percentage and mean will be used to describe the

profile of the respondents and the factors of faculty engagement. Meanwhile, Independent

Sample T-test and ANOVA will be used to test the significant difference on the factors of faculty

engagement when grouped according to their profile variables.

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