Pariani, Joima (2024) Belongingness and employee engagement among dispersed workforce: an Australian public sector study. PhD thesis, Victoria University.

Abstract

In contemporary performance management, the need to effectively engage the geographically dispersed workforces has become a pivotal focus, challenging conventional standards. Existing literature on employee engagement, however, falls short in addressing the organisational ramifications of prolonged remote work, particularly the nuanced concept of belongingness. This research contributes a fresh perspective to the academic discourse by examining the impacts of belongingness, intrinsic motivation, management-staff relationships, and participation in an ecosystem of feedback on work engagement within dispersed workforces. Building upon Peter Drucker's management theories, Icek Ajzen's Cognitive Theories, and Urie Bronfenbrenner's Ecological Model of Human Development, a comprehensive framework is developed to explain human behaviour in remote work settings. Using mixed methodology, the study collected 250 data responses through an online survey distributed across various social media platforms. Quantitative analysis techniques, including Cronbach's alpha, convergent and discriminant validity analysis, factor analysis, correlations, path analysis, and linear regression, were employed alongside qualitative content and narrative analysis to navigate the complexities of data interpretation. Contrary to prevailing beliefs, the research findings challenge the purported significant impact of belongingness on employee engagement. Instead, intrinsic motivation emerges as a prominent factor influencing employee engagement in geographically dispersed workforces. The study highlights a strong correlation between active leadership involvement in fostering of positive relationships, and integration into feedback systems, underscoring their role in promoting a sense of belonging and enhancing engagement. This research suggests that intrinsic motivation serves as a foundational element, transcending geographical barriers and impacting all aspects of employee engagement. Its implications are relevant to Australian public sector organisations, providing a scholarly foundation for innovative practices and the development of resources that can drive substantial and impactful changes in employee engagement. This research investigation emphasizes the need for organisations to undertake transformative journeys in navigating the complexities of dispersed workforces.

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