Employee Engagement, Commitment, Innovation: Easa Saleh Al Group

This dissertation investigates the relationship between employee engagement, commitment, and organizational innovation within Easa Saleh Al Group, aiming to understand how these factors contribute to achieving the company's Vision 2020. The research employs a positivism philosophy, deductive approach, and descriptive design, utilizing a survey of 100 employees analyzed through SPSS. The study delves into the concepts, determinants, and outcomes of employee engagement and commitment, exploring relevant theories and models. Findings suggest that a highly engaged and committed workforce is crucial for Easa Saleh Al Group to achieve its strategic goals, highlighting the importance of fostering a dedicated and innovative work environment. The research also acknowledges limitations and provides recommendations for improving employee engagement and commitment within the organization.

Running head: DISSERTATION
Establish the Meaningful Relationship between Employee Engagement, Commitment and
Organizational Innovation: A Case Study of Easa Saleh Al Group to Achieve Vision 2020
Name of the Student:
Name of the University:
Author’s Note:

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Abstract
The aim of the current research is to find the meaningful relationship between employee
engagement, commitment and organizational innovation for achieving organizational vision.
It is important for the business organizations to relate the employees with the organizational
goals, objectives, structures and policies. This research helps in understanding the concept of
employee engagement, commitment and organizational innovation that is essential for the
business organizations to implement innovation successfully. The research also evaluates the
potential factors of employee engagement, commitment and workplace innovations and
creativity thereby, understanding their meaningful relationship. Additionally, this research
also helps discussing the various strategies of employee engagement and commitment and
their relationship with organizational innovation and creativity. Thus, this research highlights
the significance of engaging the employees and ensuring commitment from them for
promoting workplace creativity and innovation. Easa Saleh Al Group is the amalgamation of
26 companies that is led by the chairperson HE Easa Saleh Al Gurg. The company has been
operating over 50 years and mainly functions in construction, retail, and building along with
industrial joint ventures. Easa Saleh Al Group is one of the leading businesses Group in the
United Arab Emirates with ESAG as the regional partnerEasa Saleh Al Group is the union of
more than two companies in the United Arab Emirates. Easa Saleh Al Group is the
amalgamation of 26 companies that is led by the chairperson HE Easa Saleh Al Gurg. The
company has been operating over 50 years and mainly functions in construction, retail, and
building along with industrial joint ventures. Easa Saleh Al Group is one of the leading
businesses Group in the United Arab Emirates with ESAG as the regional partner.
The researcher identifies the variables in the research topic clearly and discusses broadly each
of the variables. In order to provide a detailed information and understanding about the
research topic, the researcher discusses the variables with the help of relevant theories and

2DISSERTATION
models. In this chapter, the researcher critically evaluates each of the variables thereby,
developing a deeper understanding of the significance of employee engagement and
commitment in influencing organizational innovation thereby, the vision of the organization.
The researcher has selected positivism philosophy, deductive approach, and descriptive
design along with random sampling technique for selecting 100 employees of Easa Saleh Al
Group. The data of the employee survey is analyzed statistically by SPSS. From the data
analysis, it can be concluded that creating a highly engaged and committed workforce helped
Easa Saleh Al Group to establish dedicated workforce that will help the company in
achieving their vision 2020.

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Acknowledgment
Thank you to all of those who have helped listened and encouraged me throughout this study.
I am indebted to my supervisor ……………………. whose guidance, advice and patience
have been immeasurable. My sincere thanks to all members of the…………… [Mention your
university/college name], both staff and students, whose continuous support have made this
thesis possible.
I would like to thank all of the participants in the study: students, teachers and Local
Education Authorities, for the time and help given throughout. Without their participation,
this research would not have been possible. In this context, I am also thankful to them, whose
research work helped me to execute this paper well.
Finally, I thank my family, without whom this thesis would not have been started or
completed! Your encouragement and support have never faltered; thank you.

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Table of Contents
Chapter 1: Introduction..............................................................................................................8
1.0 Introduction......................................................................................................................8
1.1 Rationale of the Study......................................................................................................9
1.2 Background of the Study................................................................................................10
1.3 Research Aim.................................................................................................................10
1.4 Research objectives........................................................................................................10
1.5 Research questions.........................................................................................................11
1.6 Research Purpose...........................................................................................................11
1.7 Proposed structure of the Study.....................................................................................12
1.8 Summary........................................................................................................................13
Chapter 2: Literature Review...................................................................................................14
2.0 Introduction....................................................................................................................14
2.1 Concept of employee engagement.................................................................................14
2.2 Determinants of employee engagement.........................................................................15
2.3 Outcome of employee engagement................................................................................16
2.4 Employee engagement strategies...................................................................................17
2.5 Factors affecting employee engagement........................................................................18
2.6 Theories of employee engagement.................................................................................19
2.6.1 Self-determination theory of employee engagement..............................................19
2.6.2 Kahn's theory of employee engagement.................................................................20

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2.7 Models of employee engagement...................................................................................20
2.7.1 Zinger model of employee engagement..................................................................20
2.7.2 Schmidt Model of Employee Engagement.............................................................21
2.8 Relationship between employer practices and employee engagement..........................22
2.9 Concept of commitment.................................................................................................24
2.10 Factors affecting employee commitment.....................................................................25
2.11 Workplace creativity and innovation...........................................................................26
2.12 Significance of workplace creativity and innovation...................................................27
2.13 Relationship between employee engagement and organizational innovation..............28
2.14 Impact of employee engagement and commitment on organizational innovation......29
2.15 Challenges of employee engagement and commitment...............................................30
2.16 Conceptual framework.................................................................................................31
2.17 Gaps in the literature....................................................................................................32
2.18 Conclusion....................................................................................................................32
Chapter 3: Research Methodology...........................................................................................34
3.0 Introduction....................................................................................................................34
3.1 Research Outline............................................................................................................34
3.2 Research Philosophy......................................................................................................35
3.2.1 Justifying the selection of positivism philosophy...................................................35
3.3 Research Approach........................................................................................................36
3.3.1 Justifying the selection of deductive approach.......................................................36

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3.4 Research Design.............................................................................................................36
3.4.1 Justifying the selection of descriptive approach.....................................................37
3.5 Research Strategy...........................................................................................................37
3.5.1 Justifying the selection of survey research strategy................................................37
3.6 Sampling Technique and Sampling Size........................................................................38
3.6.1 Justifying the selection of random probability sampling technique........................39
3.7 Data Collection Technique.............................................................................................39
3.7.1 Justifying the selection of primary data collection technique.................................40
3.8 Data Analysis Technique...............................................................................................40
3.8.1 Justifying the selection of SPSS..............................................................................40
3.9 Ethical Consideration.....................................................................................................40
3.10 Summary......................................................................................................................41
Chapter 4: Analysis and Findings............................................................................................42
Chapter 5: Discussion..............................................................................................................85
Chapter 6: Conclusion and Recommendations........................................................................92
6.0 Conclusion......................................................................................................................92
6.1 Linking with objectives.............................................................................................93
6.2 Recommendations..........................................................................................................97
6.3 Research limitations.......................................................................................................98
Reference List..........................................................................................................................99
Appendix 1.............................................................................................................................108

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Survey questionnaire..........................................................................................................108

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Chapter 1: Introduction
1.0 Introduction
Employee engagement and commitment works simultaneously with organizational
innovation, as it touches every facet of the human resource management. This is because
highly committed and engaged employees’ shows higher level of interest and brainstorming
that leads to successful innovations. (Andrews and Sofian 2012). The managers
unequivocally agree with the fact that the present century demands more efficiency and
productivity compared to the past (Andrews and Sofian 2012). Employee engagement and
commitment is hampered if the human resource management fails to address each aspect.
Therefore, employee engagement and commitment highly influences organizational
innovation, as the employees are highly dedicated and responsible towards improving and
maintaining the current situation of the organization in the industry market. The employees
can be engaged in their work successfully by considering their job satisfaction, employee
motivation and working environment of the organization (Albrecht 2012). Therefore, better
employee engagement and commitment leads to better employee and organizational
performance. Innovation and creativity can neither be imposed nor can it be driven out of
disengaged employees. Therefore, the business organizations need to ensure effective
employee commitment and engagement for facilitating organizational innovation. Better
employee engagement and commitment manifests distinctive behavior that can be determined
by the time and energy given by the employees in completing their job responsibilities. Thus,
better employee engagement and commitment influences the employees in giving their best
to enhance the organizational performance by ensuring innovativeness and creativity
(Andrews and Sofian 2012).

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Easa Saleh Al Group is a conglomerate in the United Arab Emirates that combines an
estimated 27 companies. The company conducts one of the leading business in the United
Arab Emirates with ESAG as the regional partner that has international partnerships with 370
international brands approximately. The company also runs a private non-profit organization
that conducts charitable activities throughout the country. Considering the present business
conditions and competitive market in United Arab Emirates, the company has developed a
vision that has to be achieved in 2020. Currently, employee engagement, commitment and
dedication has been an issue in Easa Saleh Al Group that has led to the research in
determining the significance of employee engagement, commitment and dedication for
achieving vision 2020 for the company.
1.1 Rationale of the Study
The issue is that lack of employee engagement and commitment is hampered the
business organizations in achieving organizational innovation thereby, preventing them from
achieving the goals and objectives (Juhdi, Pawan and Hansaram 2013).
This is an issue because lack of employee engagement and commitment restricts the
contribution and effort of the employees that leads to organizational innovation. As the
employee lack motivation, urge and dedication towards their job roles and responsibilities it
becomes difficult for the organization as the employees fail to include innovative and creative
ideas in order to achieve the organizational vision (Brunetto et al. 2012).
This is an issue now because lack of employee engagement and commitment is
hampering Easa Saleh Al Group in achieving the organizational vision for 2020 thereby,
threatening their survival company in the market (Biswas and Bhatnagar 2013).
This research sheds lights on the significance of the positive relationship between
employee engagement, commitment, and organizational innovation.

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1.2 Background of the Study
Employee engagement and commitment are a widely researched topic, as this
emphasizes on the urge, dedication, and enthusiasm of the employees for improving the
overall organizational performance. As commented by Agarwal et al. (2012), it is difficult to
predict the level of employee engagement and commitment that results in driving innovation
in the employees. Therefore, it is essential to understand the concept and factors of employee
engagement and commitment that influences the employees to be creative and innovative
within the working environment thereby, driving organizational innovation. Innovation is the
key to success for the organizations, as this provides an opportunity for them to stand out
from the rest of the competitors in the market, attract customers, and expand the business
(Shahid and Azhar 2013).
1.3 Research Aim
The aim of the research is to establish the meaningful relationship between employee
engagement, commitment, and organizational innovation in Easa Saleh Al Group to achieve
vision 2020.
1.4 Research objectives
The objectives of the research include:
 To understand the concept of employee engagement, commitment, and organizational
innovation
 To identify the factors influencing the relationship between employee engagement,
commitment, and organizational innovation
 To assess the relationship between employee engagement, commitment, and
organizational innovation

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 To provide suitable recommendation for improving the relationship between
employee engagement, commitment and organizational innovation in Easa Saleh Al
Group for achieving vision 2020
1.5 Research questions
The research questions include:
 How can employee engagement, commitment and organizational innovations for Easa
Saleh Al Group be applied for achieving vision 2020
1.6 Research Purpose
The aim of the current research is to find the meaningful relationship between
employee engagement, commitment and organizational innovation for achieving
organizational vision. It is important for the business organizations to relate the employees
with the organizational goals, objectives, structures and policies. This research helps in
understanding the concept of employee engagement, commitment and organizational
innovation that is essential for the business organizations to implement innovation
successfully. The research also evaluates the potential factors of employee engagement,
commitment and workplace innovations and creativity thereby, understanding their
meaningful relationship. Additionally, this research also helps discussing the various
strategies of employee engagement and commitment and their relationship with
organizational innovation and creativity. Thus, this research highlights the significance of
engaging the employees and ensuring commitment from them for promoting workplace
creativity and innovation.

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1.7 Proposed structure of the Study
The entire dissertation will be divided into five chapters namely introduction,
literature review, research methodology, data analysis, interpretation, lastly, conclusion, and
recommendation.
Chapter 1: Introduction
In this chapter, the researcher lays the foundation of the overall research topic by
briefly introducing the topic along with discussing the background of the research. Based on
this, the researcher formulates the research aim and develops the research objectives and
questions that need to fulfil in the following work. In this chapter, the researcher also
provides background information about the organization.
Chapter 2: Literature review
In this chapter, the researcher identifies the independent and dependent variables of
the research topic and broadly discusses about their concept and factors affecting them. In
this chapter, the researcher also mentions relevant the theories and models of the variables
and shows their application.
Chapter 3: Research methodology
In this chapter, the researcher broadly mentions the various methodological tools that
can be used while conducting the research. Additionally, the researcher justifies the selection
of the particular research methodology that has been used by the researcher for completing
the research successfully.
Chapter 4: Data analysis and findings

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In this chapter, the researcher gathers the data from relevant sources and analyses the
collected data. Based on the data collection technique, the researcher selects the data analysis
technique and interprets them accordingly.
Chapter 5: Conclusion and recommendations
In this chapter, the researcher deduces an overall conclusion based on the above
chapters and provides suitable recommendations for improvement.
1.8 Summary
In this chapter, it can be concluded that the researcher provided a overall idea of the
research topic along with discussing the background information of the organization. The
researchers also have successfully developed the research aim, objectives and questions.
From this chapter, it has been seen that employee engagement and commitment largely
influences organizational innovation. Highly engaged employees result in dedicated and
enthusiastic employees that take initiatives by brainstorming and developing unique and
creative ideas for achieving organizational vision. Thus, the chapter has been successful in
establishing a meaningful relationship between employee engagement and commitment with
organizational innovation.

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Chapter 2: Literature Review
2.0 Introduction
In this chapter, the researcher identifies the variables in the research topic clearly and
discusses broadly each of the variables. In order to provide a detailed information and
understanding about the research topic, the researcher discusses the variables with the help of
relevant theories and models. In this chapter, the researcher critically evaluates each of the
variables thereby, developing a deeper understanding of the significance of employee
engagement and commitment in influencing organizational innovation thereby, the vision of
the organization. Moreover, the chapter also discusses the strategies, outcomes, determinants
of employee engagement and commitment to influencing organizational vision.
2.1 Concept of employee engagement
The business organizations need to engage their employees with the organizational
culture and their job roles and responsibilities since the beginning (West and Dawson 2012).
Therefore, the approach of ensuring right approach for the working environment for the
employees is necessary for engaging the employees. As commented by West and Dawson
(2012), employee engagement is the meaningful and positive relationship between the
employees and the business organization. Successfully engaged employees are dedicated and
enthusiastic towards their job roles and responsibilities thereby, taking positive action to take
their organizational interest and reputation further. However, as argued by Mishra, Boynton
and Mishra (2014), employee engagement is the responses of the employees towards the
workplace elements thereby, enhancing the organizational performance. Thus, the energy
brought by the employees to work daily is the key indicator of actively engaged employees. It
is evident that engaged employees are more competent, productive and loyal to their
respective organization.

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As commented by Shuck et al. (2013), the behavioural, cognitive and emotional
components of the employees towards their individual job roles and responsibilities
determine employee engagement. Therefore, the ability to catch the soul, head and heart of
the employees in order to develop intrinsic passion and desire for achieving organizational
excellence highlights the concept of employee engagement. However, as criticized by Mone
and London (2014), the concept of employee engagement is determined by the job
satisfaction and emotional connection the employees have for making their organization
successful in the competitive market. Therefore, the level of individual involvement of the
employees, enthusiasm and satisfaction helps the human resource management to engage the
employees successfully. Additionally, the concept of employee engagement also sheds light
on the harnessing ability of the employees towards their job roles and responsibilities.
2.2 Determinants of employee engagement
Over the years, employee engagement is one of the most widely used research topics
that emphasizes on reducing the rate of employee turnover, absenteeism and influencing
employee dedication and enthusiasm. Making the employees interested and engaged towards
their job roles and responsibilities are reflected in their performance and productivity at the
workplace (Anitha 2014). Career development opportunities are one the major factors that
influence employee engagement. As commented by Abraham (2012), the employees realise
that the business organization is interested in their career growth, as the employer invests
money and time continuously on them. Therefore, the opportunity of acquiring new skills and
knowledge for career development helps in engaging the employees. However, as criticized
by Jose and Mampilly (2012), work time flexibility helps in better employee engagement.
This is because the employees prefer to work according to their convenience regardless of the
time. For instance, the option of starting late and finishing late than the normal hours helps in

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positive employee engagement. As a result, the employees tend to finish their work more
efficiently and accurately, as they have the ability to work when they are interested.
Salary is a sensitive issue that determines the rate of employee engagement. In order
to engage the employees effectively, the business organizations need to explain the pay
structure of the company to the employees. This will allow the business organization to be
transparent along with educating the employees when they deserve a promotion (Wang and
Hsieh 2013). Thus, the employees will work harder to achieve promotion thereby, ensuring
employee engagement.
2.3 Outcome of employee engagement
Ensuring employee engagement provides an opportunity for the business
organizations to withstand and thrive in tough economic times. Additionally, engaging the
employees allows the business organizations to sustain in the competitive market (Cole et al.
2012). As commented by Cole et al. (2012), successful employee engagement results in
increased profitability for the business organizations. Motivated and engaged employees have
a higher level of interest, urge and dedication towards their job roles and responsibilities. As
a result, the employees use their skills and experience for achieving the organizational goals
and objectives that ensure better results. Thus, employee engagement results in increased
profitability, as the employees use their potential to the maximum for taking their
organization to a higher level. However, as argued by Breevaart et al. (2014), achieving
customer satisfaction and customer loyalty is more important through employee engagement.
This is because satisfied and loyal customers will eventually increase productivity. Engaged
employees help in customer satisfaction and loyalty by ensuring compassion and empathy
while serving the customers. Thus, increasing the customer base by effective employee
engagement helps in increasing organizational profitability (Wang and Hsieh 2013).

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Employee engagement influences the employees to go an extra mile for the
organization thereby, ensuring organizational innovation. Engaged employees tend to take
personal initiatives to ensure creativity and innovation for the organizations. Thus, the effort
of the employees, their personal initiatives and urge to go an extra mile provides an
opportunity for the business organization to stand out of the crowd in the competitive market
(Soane et al. 2012). Moreover, engaged employees ensure business growth by applying
creative energy towards their job roles and responsibilities. Therefore, employee engagement
results in gaining competitive advantage for the business organization and sustain in the
competitive market.
2.4 Employee engagement strategies
The business organizations need to engage the employees effectively in developing
and implementing employee engagement strategies. This ensures success employee
engagement for the achieving the organizational innovativeness (Bal, Kooij and De Jong
2013). As commented by Bal, Kooij and De Jong (2013), engaging the employees to require
appropriate and strong leadership skills. Effective leadership style help in engaging the
employees by clarifying the organizational mission and vision thereby, engaging them. This
is only possible if the people in the top of the organization believes in it and pass it to the
lower level to the managers and the employees. Employee engagement requires action-
oriented service and dedicated heart rather than lip service. Therefore, employees can be
engaged effectively by leading by being an example (Hewitt 2012). However, as argued by
Shields et al. (2015), communication helps in better employee engagement. The managers
need to promote two-way communication for the employees, as this enables the employees to
have a clear and consistent communication. This helps in involving the employees by
showing respect to their input. Moreover, two-way communication allows the business
organizations to share power with the employees through participative decision thereby,

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developing a sense of belongingness and increasing employee engagement (Vivek, Beatty
and Morgan 2012).
Employees seek growth and career advancement opportunities continuously. Thus, if
they lack suitable growth and career advancement opportunities in their present business
organization, they tend to look for a replacement. Therefore, the business organizations need
to provide suitable career and growth advancement opportunities to the employees in order to
engage them. Thus, Easa Saleh Al Group needs to provide the employees with new and fresh
growth and advancement opportunities help in engaging the employees continuously.
Additionally, the business organizations need to ensure that the employees are provided what
they need in order to engage them effectively (Sashi 2012).
2.5 Factors affecting employee engagement
It is the responsibility of the managers to engage the employees successfully in order
to ensure and promote enhanced organizational performance and innovation. The managers
need to ensure in creating highly engaged work force by fulfilling the factors such as aligning
the effort with strategy, empowerment, promoting and encouraging collaboration and
teamwork, helping employee growth and development and providing recognition and support
appropriately (Bedarkar and Pandita 2014). As mentioned by Crawford et al. (2014), the
culture of the business organization promotes unity in diversity, as employees from different
background work under the same roof with identical goals and objectives. As a result, a
combined effort of all the employees enables the business organizations to achieve the
organizational goals and objectives. Thus, the managers need to promote teamwork and
collaboration so that the employees agree readily to work together. Additionally, the
managers need to encourage teamwork and collaboration that helps in engaging the
employees. The employees can engage them in several activities and learn from each other
thereby, developing and growing individually.

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However, as argued by Truss et al. (2013), the managers need to provide suitable
opportunities for growth and development for the employees. The ability and interest of
learning something new continuously helps in keeping the employees engaged. The managers
need to make the employees understand the significance of developing skills and expertise
for career growth and advancements thereby, keeping them engaged. On the other hand, the
managers need to support the employees and recognize their hard work and effort
appropriately. Support and recognition from the managers helps the employees to be
engaged, as they develop the enthusiasm and urge to learn continuously (Andrew and Sofian
2012).
2.6 Theories of employee engagement
2.6.1 Self-determination theory of employee engagement
Self-determination theory considers the motivational aspect of the individuals in order
to engage them in certain activities. As commented by Gagne (2014), the concept of self-
determination theory highlights the employee personality and motivation that result in the
inherent growth tendencies and innate psychological needs. Thus, the theory aims towards
motivation behind the choices made by the employees without any external interference and
influence. According to the self-determination theory, the employees need to have the inner
drive or motivation to gain rewards in order to avoid punishments. The employees can only
gain rewards and avoid punishments by giving their best in whatever they do in terms of their
job roles and responsibilities. The employees develop interest and urge to work only when
they are able to relate with it by proper engagement (Skaalvik and Skaalvik 2014). Thus, the
inner determination of the individual employees of being rewarded according to the theory
helps in effective engagement of the employees and improving the overall organizational
performance.

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2.6.2 Kahn's theory of employee engagement
According to Kahn’s theory of employee engagement, employee engagement solely
depends on the intrinsic and extrinsic motivation of the employees. According to Soane et al.
(2012), the concept of Kahn’s theory of employee engagement highlights the harnessing
power of the employees to their job roles and responsibilities. As a result, the employees are
involved physically, emotionally and cognitively during their role performances. According
to the theory, the ability of the human resource management of the business organizations to
relate their employees with the organizational aim, objectives and their job roles and
responsibilities determines the level of employee engagement. Thus, if the employees are
able to relate with the organization and their job, the employees are easily engaged, as they
tend to develop interest and generate creative and unique ideas for improving the overall
organizational performance (Shuck and Reio Jr 2014). Thus, the use of this theory is justified,
as this theory highlights the ability of the human resource management to ensure employee
engagement and commitment.
2.7 Models of employee engagement
2.7.1 Zinger model of employee engagement
According to Zinger employee engagement model, ten blocks feature the major
factors of retaining the employees. As commented by Gichohi (2014), each of the elements in
the box holds an image that represents the various factors that helps in engaging the
employees. The use of this model is justified, as the model can be used for the leaders,
supervisors and the managers for retaining the employees by ensuring effective employee
engagement and commitment. The ten blocks of the model highlights the factors that plays a
crucial role in ensuring employee commitment and engagement.

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Figure 1: Zinger Model of Employee Engagement
(Source: Shahin 2014)
2.7.2 Schmidt Model of Employee Engagement
The Schmidt model of employee engagement highlights that successful employee
engagement is determined by the organizational policies of recruitment along with the right
to retain the work force by influencing well-being, health and safety. According to Cole et al.
(2012), the model aims towards recruiting the right candidate for the business organization.
After recruiting the right candidate, the business organization needs to ensure the healthy
well-being of the employee in the workplace that helps in engaging the employees
effectively. Firstly, recruiting the right employees provide an opportunity for the business
organization to develop interest and urge in the employees. This can be done by enabling the
employees to relate to the organizational goals, objectives and individual job roles and
responsibilities. Thus, it is easier for the employees to understand the needs and engaging
them successfully. Secondly, in order to engage the employees successfully, the business
organizations need to ensure physical health, safety and wellness for the employees in the

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working environment (Wang and Hsieh 2013). This provides an opportunity for the human
resource management to support the employees in the workplace and engaging them actively.
The feeling of being safe and healthy at workplace helps in engaging the employees
successfully and contributing towards achieving organizational vision (Albrecht 2012).
According to the model, it is essential for the human resource management to ensure
the workplace well-being by relating every aspect of the working life from quality to the
feeling of the employees and the working environment. Fulfilling the workplace well-being
helps in better employee engagement by providing them a positive working environment
(Menguc et al. 2013). Thus, the implementation of Schmidt employee engagement model
helps in effective employee engagement thereby, facilitating the achievement of
organizational vision and increasing the overall profitability of the organization.
Figure 2: Schmidt model of employee retention
(Source: Saks and Gruman 2014)
2.8 Relationship between employer practices and employee engagement
The practices are undertaken by the employers’ influences engaging the employees in
an appropriate job and task designing, training, performance management, career

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development and compensation. The aforementioned factors help in engaging the employees
by determining the improvement in the job performance. As commented by Alfes et al.
(2013), the employers need to design the job and task in such a way that the employees feel
interested and enthusiastic about performing it. Over the years, the nature of the job and task
has evolved based on the demand of the market. Therefore, the employers need to ensure that
they design the job and task for the employees that interest the employees. For instance, the
employers can include challenges and innovations while designing the job or task that
develops the interest of learning something new from the employees thereby, engaging them.
However, as criticized by Armstrong and Taylor (2014), training and development programs
organized by the employers help in the better engagement of the employees. Training and
development programs organized by the employers provide an opportunity for the employees
to identify their weakness and convert it to their strengths. Therefore, the ability to overcome
their weakness and ensure personal and professional growth help in keeping the employees
engaged effectively.
On the other hand, recruiting the existing employees for desirable jobs internally
helps in better employee engagement. This practice by the employers provides an opportunity
for the employees to reach higher levels or posts within the same organization (Karatepe
2013). Therefore, the employees tend to perform their best by active engagement and
involvement by internal recruitment and promotion. Thus, the practices undertaken by the
employers help in better employee engagement thereby, determining organizational
innovations successfully.

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Figure 3: Relationship between employer practices and employees resulting employee
engagement
(Source: Rurkkhum and Bartlett 2012)
2.9 Concept of commitment
Committed employees determine the overall success of the business organizations, as
they show dedication and enthusiasm towards their won job roles and responsibilities. As
commented by Eslami and Gharakhani (2012), employee commitment is defined as the urge
of the employees to be associated with the organization. Committed employees are able to
identify the organizational goals and can relate them to the organization. Due to the highly
committed nature of the employees, the business organizations are extremely satisfied with
the job roles and responsibilities. However, as argued by Mowday, Porter and Steers (2013),
the concept of employee commitment highlights the level of employee satisfaction rather than
identification of the employees with the organizations. The business organization can achieve
employee commitment by ensuring job satisfaction for the employees. The business
organizations need to ensure job satisfaction for the employees by fulfilling their needs and
demands. Employee commitment differs from employee engagement as employee
commitment emphasizes on ensuring job satisfaction whereas employee engagement

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emphasizes on involving the employees in the decision-making and activities within the
business organizations.
The business organizations need to ensure job satisfaction by fulfilling the needs,
demands and expectations of the employees. In this way the employers are able to provide
psychological satisfaction to the employees thereby, ensuring carefree working environment
and culture. This carefree and relaxed working environment of the employees provides job
satisfaction to the employees thereby, ensuring long-term association of the employees with
the business organization (Klein, Molloy and Brinsfield 2012). The business organizations
can use the experience and skills of the committed employees by influencing organizational
innovations and gaining competitive advantage thereby, standing out in the crowd.
2.10 Factors affecting employee commitment
There are several factors affecting employee commitment that determine the
association of the employees with the particular business organizations. As commented by
Yucel (2012), psychological attachment of the employees largely affects the commitment of
the employees to their workplace. The business organization needs to take initiatives and
steps to developing a psychological bond with the employees. This can be done by making
the employees understand the mission and vision of the organizations and the significance of
the employees in attaining it. The success of the business organization is determined by the
level of employee commitment. However, as criticized by Chang et al. (2014), job
satisfaction is the major factor that determines the level of employee commitment. The
business organization aims towards satisfying the employees by fulfilling the needs,
expectations and demands of the employees appropriately. In order to fulfil the needs and
demands of the employees, the business organizations need to identify the needs and
demands of the employees at regular interval. This can be done by taking feedback from the
employees at regular interval and take actions for fulfilling it.

26DISSERTATION
On the other hand, the behaviour of the employers affects the employee commitment.
The employees feel satisfied when they receive warm and empathetic behaviour from the
business organizations. This makes the employees feel valued and important for the business
organization thereby, providing them psychological satisfaction in the job (Wang and Hsieh
2013). Therefore, the psychological satisfaction of the employees at workplace determines
employee commitment. As a result, the employees work with greater effort and initiatives for
the business organization thereby, achieving organizational innovation and improved
performance (Leblebici 2012). Therefore, it is essential for the business organizations to
develop and implement the factors of employee commitment to achieving organizational
innovations at workplace thereby, achieving organizational mission and vision successfully.
2.11 Workplace creativity and innovation
Workplace creativity and innovation is essential to sustain in the competitive market
and compete fiercely with the competitors. As commented by Serrat (2017), creativity and
innovation at the workplace are defined as methods, outcomes and products that are
developed and introduced for doing things in new and improved manner. According to
Anderson, Potocnik and Zhou (2014), the concept of creativity highlights generating new
ideas. However, on the contrary, the concept of innovation highlights implementation of the
newly generated ideas thereby, ensuring better procedures, policies and practices. Thus,
creativity and innovation can occur at the individual level, team level and organizational
level. Additionally, the creativity and innovation can be implemented mutually among the
different levels. The ability of the business organizations to foster creativity and innovation is
largely dependent on the organizational culture.
As commented by Zhou and Hoever (2014), good leadership influences the
individuals and the business organizations to generate new ideas and question the normal way
of doing things thereby, promoting creativity and innovation. Therefore, the contribution of

27DISSERTATION
leaders is immense in making creativity and innovation possible by challenging and
overcoming the potential barriers and fears. However, as argued by Somech and Drach-
Zahavy (2013), workplace creativity and innovation is a result of intrinsic motivation of the
employees that is reflected in their behaviour. Highly motivated and dedicated employees
tend to take initiatives, go an extra mile and brainstorm for making their organization stand
out from the competitors in the market. Thus, motivated employees questions the normal way
of doing things, generate new ideas of doing things, and implement them thereby, facilitating
creativity and innovation in the workplace. Thus, creativity and innovation are essential in
order to sustain in the competitive business market.
2.12 Significance of workplace creativity and innovation
Both creativity and innovation are equally important for the employees and the
business organizations. As commented by Carmeli, Gelbard and Reiter-Palmon (2013),
creativity helps in differentiating between the companies. Without creativity and innovation,
each company would follow patterns and approaches to running the business. The concept of
creativity highlights generating new ideas of running the business. The employees tend to
generate new ideas of doing things in the business that provides them with the opportunity of
using distinctive approaches and patterns of achieving the organizational vision. However, on
the contrary, innovation is defined as the process of implementing the creativity so that the
newly generated idea is introduced successfully. Being creative and innovative is
significantly important, as it makes things infinitely interesting. Creativity and innovation
influence the employees to brainstorm and find new ideas of doing things.
However, as argued by McMurray et al. (2013), creativity and innovation help in
increased productivity for the business organizations. This is because innovative workplace
tends to have employees that are more productive and ensure uniqueness in the business
market. On the other hand, creativity and innovation are important as this encourages the

28DISSERTATION
employees to share their ideas by communicating effectively. Due to creativity and
innovation, the employees are able to come up with new ideas for resolving organizational
issues thereby, gaining competitive advantage. Additionally, creativity and innovation
embrace the fact that risk and failure go hand-in-hand. Therefore, creativity and innovation
can encourage the employees to overcome their fear of failure thereby, facilitating them to try
out new approaches and techniques for achieving the organizational vision. Therefore, the
business organizations need to celebrate the failure in order to encourage the employees to
embrace creativity and innovation (Xerri and Brunetto 2013).
2.13 Relationship between employee engagement and organizational innovation
Creativity and innovation are equally important as employee engagement at the
workplace. Creativity, innovation and employee engagement helps in determining the
organizational performance, long-term survival and success of the business organization in
the competitive market. As commented by Hoon Song et al. (2012), employee engagement is
the precursor of creativity and innovation, as highly engaged employees show greater level of
creativity and innovation. This is because highly engaged employees are characterized by
maximised mobility, comparatively lower level of neuroticism and increased extraversion. As
a result, highly engaged employees respond appropriately and positively to changes based on
both internal and external environments. Thus, highly engaged employees adapt to new
changes quickly by switching between activities thereby, facilitating creativity and
innovation. Additional characteristics of highly engaged employees include lack of distress,
fear, depression and frustration but show more positive characteristics such as cheerfulness,
highly active and social (Bhatnagar 2012). The aforementioned positive characteristics of the
highly engaged employees allow the employees to take personal initiatives and be creative
and innovative in fulfilling the organizational requirements and vision.

29DISSERTATION
However, as argued by Vivek, Beatty and Morgan (2012), strong connection between
the work and employees activates creativity and innovation. Thus, it is essential for the
employees to be flexible and contribute willingly beyond the normal tasks to facilitate
creativity and innovation. Moreover, employee engagement is the key process of retaining the
employees and using their experience, qualification and skills for enhancing the organizations
and achieving the organizational vision. Retaining the employee acts as the source of
distinctive competencies that are difficult to initiate. Thus, highly engaged employees are
comparatively more enthusiastic with respect to their work and are completely immersed in
their job roles and responsibilities.
2.14 Impact of employee engagement and commitment on organizational innovation
It is essential for the business organizations to engage their employees effectively as it
determines significant business decisions and outcomes. A positive relationship has been
found between employee engagement and organizational innovation in terms of employee
retention, productivity, customer safety and loyalty. Thus, it can be said that engagement and
commitment can be achieved without innovation but innovation cannot be achieved without
employee engagement and commitment. As commented by Agarwal et al. (2012), increased
rate of employee engagement enables the business organization to exceed the average market
revenue. Additionally, employee engagement is also determined employee satisfaction, as
they serve the customers with dedication and empathy. Highly engaged employees give an
extra effort and initiative for organizational innovation. The initiative of the management to
engage their employees in the decision-making process and other organizational decisions
make them feel valued and important for the organization. As a result, the employees tend to
incorporate more ideas and efforts towards the organizational vision. The shared ideas of the
employees towards the organizational operations lead to the development of new ideas and
implementation of the new ideas.

30DISSERTATION
As commented by Juhdi, Pa’wan and Hansaram (2013), highly engaged employees
develop new patterns and operations for conducting the business. They tend to brainstorm
their ideas and generate new patterns and ideas for marketing, promotions and organizational
policies. Thus, employee engagement leads to unique and creative ideas that are generated by
the employees and aim towards attaining organizational visions. On the other, having highly
engaged employees results in generating unique and innovative ideas of doing normal things.
Therefore, the business organizations can compare, consider and contrast the new ideas of the
employees and judge the feasibility of the idea and implement it for organizational
innovation. Organizational innovation provides an opportunity for the business organizations
to sustain in the competitive market.
2.15 Challenges of employee engagement and commitment
The business organizations encounter challenges in ensuring employee engagement
and commitment due to varied reasons. As commented by Biswas and Bhatnagar (2013),
communication is a major barrier that prohibits employee engagement and commitment. Due
to lack of effective communication, the business organizations are unable to develop interest
and enthusiasm in the employees. If the human resource management does not communicate
with the employees, the employees tend to lack energy and interest towards their job roles
and responsibilities. Due to lack of communication, the business organizations are also
unable to know the factors that develop an interest in the employees. As a result, the
instigating factors remain undiscovered thereby, resulting in failure of engaging the
employees. Moreover, due to lack of communication, the business organizations are unable to
present the new opportunities in front of the employees. As a result, the employees feel
stagnant and monotonous with their job roles and responsibilities, as they are unable to see
any growth and advancements.

31DISSERTATION
Employee engagement and commitment
Career development
Flexibility
Organizational innovation
However, on the contrary, lack of trust and faith in the business organizations also
results in failure for employee engagement and commitment. Lack of communication does
not help to engage the employees, as the business organization fails to develop trust in the
employees. As the employees lack adequate trust on the business organization, they fail to
develop an interest in the organizational policies and procedures. On the other hand, the
conflicts often hamper employee engagement and commitment. It is evident that due to
individuality, the employees have distinctive perspectives that result in conflicts. As a result,
it is difficult for the human resource management to make all the employees agree with a
single viewpoint thereby, giving rise to challenges in employee engagement and commitment
(Schaufeli 2012)..
2.16 Conceptual framework
Figure 4: Conceptual Framework
(Source: Created by Author)

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2.17 Gaps in the literature
The researcher has encountered few gaps while conducting the research that
compromised with the quality of the research. For instance, in the literature review, the
researcher has mentioned the application of the models and theories of employee engagement
but has failed to scrutinize the factors of the theories and the models that influence employee
engagement more than the others do. Additionally, the researcher has also failed to discuss
the theories and models of employee commitment and its relation to organizational
innovation. Moreover, the researcher has also failed to identify the level of employee
engagement and commitment required for driving innovation from the employees thereby,
achieving organizational vision successfully. Moreover, previous researchers have failed to
investigate the impact of the drivers of employee engagement on creativity and innovation.
2.18 Conclusion
In this chapter, it can be concluded that the researcher has broadly discussed and
critically evaluated the different variables of the research topic along with the factors,
significance and benefits. Additionally, the researcher has used models and theories of
employee engagement and showed the application of it successfully. Due to the detailed
discussion of the different variables of the literature review, the researcher has been able to
develop a deeper understanding and knowledge on the meaningful relationship among
employee engagement, commitment and organizational innovation in achieving the
organizational vision. Moreover, the researcher has also discussed the potential gaps in the
literature that can be addressed in future for enhancing the quality of the work.

33DISSERTATION

34DISSERTATION
Chapter 3: Research Methodology
3.0 Introduction
The different methodological tools that can be used for conducting a research are
discussed in this chapter. Alongside, the researcher also justifies the selection of specific
methodological tools that have been used for conducting and completing the research
successfully. The chapter also mentions the ethical grounds that are mandatory to follow
while conducting the research.
3.1 Research Outline
Methodological toolsMethodology
Research DesignDescriptive
Research PhilosophyPositivism
Research ApproachDeductive
Sampling TechniqueRandom sampling technique
Sample Size100 employees of Easa Saleh Al Group
Data Collection processSurvey
Data Analysis processSPSS
Table 1: Research Outline
(Source: Author)
The research outline describes that the researcher has selected positivism philosophy,
deductive approach, and descriptive design along with random sampling technique for
selecting 50 employees of Easa Saleh Al Group. The data of the employee survey is analyzed
statistically by SPSS.

35DISSERTATION
3.2 Research Philosophy
Most researchers use pragmatism, interpretivism, and positivism the most for
conducting and completing the research. According to Mackey and Gass (2015), positivism
philosophy informs as the methodology that enables the researcher to consider the
quantifiable observations. As a result, the researcher is able to implement a more scientific
approach that allows the researcher to view own knowledge and truth about the philosophy.
The use of scientific and statistical approach provides an opportunity for the researcher to
ensure data accuracy and authenticity. However, on the contrary, the use of positivism
philosophy restricts the researcher by limiting the data collection and interpretation
technique. Positivism philosophy also allows the researcher to conduct statistical analysis
thereby, validating the truth. The pragmatism philosophy highlights some of the dual
characteristics of bot positivism and interpretivism philosophy thereby, allowing the
researcher to conduct a statistical analysis and also consider the viewpoints of the various
individuals related to the topic. As commented by Taylor, Bogdan and DeVault (2015),
interpretivism philosophy is defined as the method in which the researcher is able to consider
the perspectives of different individuals. As a result, the researcher is able to consider,
compare and contrast the opinions and viewpoints of each individual.
3.2.1 Justifying the selection of positivism philosophy
For the current research, the researcher has selected positivism philosophy. The use of
positivism philosophy enabled the researcher to maintain data authenticity and accuracy by
analysing the data statistically. Moreover, the use of scientific approach has also allowed the
researcher to provide accurate and valid data and information. Therefore, the researcher is
able to statistically analyse the meaningful relationship between employee engagement,
commitment, and organizational innovation for Easa Saleh Al Group to achieve vision 2020.

36DISSERTATION
3.3 Research Approach
The researchers use deductive and inductive approach the most for conducting and
completing the research. As commented by Silverman (2016), inductive approach is defined
as the method that enables the researcher to find new approaches and patterns based on the
present observations. As a result, the researcher has to focus more on the developing new
patterns, theories, and concepts according to the observations and deduce a conclusion. The
use of inductive approach has the potential risk of developing incorrect approaches due to
incorrect observation. In the case of an inductive approach, the focus of the researcher
thereby, shifts from deriving meaning analysis to obtaining meaningful observations that
hamper the quality of the research. On the other hand, the deductive approach is defined as
the method used by the researcher to make observations based on the existing patterns,
approaches, concepts, and theories. As a result, the researcher is able to use the secondary
resources for referring to the observations made. This ensures that the researcher does not
lose track while conducting the research and fulfil the research aim and objectives
successfully (Vaioleti 2016).
3.3.1 Justifying the selection of deductive approach
For the current research, the researcher has used deductive approach. This allowed the
researcher to consider, compare and contrast the information and data from various
previously existing kinds of literature and support the present observation. As a result, the
researcher is able to use the secondary resources for understanding the meaningful
relationship between employee engagement, commitment and organizational innovation for
Easa Saleh Al Group in achieving vision 2020.
3.4 Research Design
The researchers use exploratory, explanatory and descriptive research designs the
most for conducting and completing the research.

37DISSERTATION
3.4.1 Justifying the selection of descriptive approach
Descriptive design has been used for this research that is justified because the use of
descriptive design allowed the researcher to explore the potential issues in terms of employee
engagement and commitment in Easa Saleh Al Group along with explaining the reasons of
the occurrence of the issues. As a result, the researcher has been able to determine in detail in
potential reasons followed by critically analyzing the potential reasons.
3.5 Research Strategy
Case study, action research, survey, and interview are the most used research strategy
by the researcher for conducting and completing the study. In the case of the case study
research strategy, the researcher refers to various previously existing secondary resources for
the conducting the research. As a result, the researcher is able to refer and support own
perspective with the information from the secondary resources (Smith 2015). On the other
hand, the concept of action research strategy enforces the researcher to find the potential
issues in the research. Therefore, the researcher focuses more on recognizing the issues in the
research and find strategies for resolving the issues. As a result, the researcher is able to
justify the research rationale by addressing the problem statement. In the case of the survey,
the researcher collects data and responses from a particular population that possess relevance
to the research topic. The researcher develops the relevant questionnaire and circulates it
within the population for gathering data. In the case of interview research strategy, the
researcher selects the respondents by judging their suitability with the research topic and
gathers data. As a result, the researcher is able to develop a deeper understanding of the
individual perspectives in terms of the research topic and justify those (Reynolds et al. 2014).
3.5.1 Justifying the selection of survey research strategy
For the current research, the researcher has selected survey research strategy. This has
provided an opportunity for the researcher to collect data from the employees of Easa Saleh

38DISSERTATION
Al Group. The researcher has developed the survey questionnaire that fulfills the research
aim and objectives after gathering the response from the employees. The use of survey has
been justified because this allowed the researcher to consider and gather data from entire
population of Easa Saleh Al Group and determine to what extent their level of engagement
and commitment influence organizational innovations does. The survey questionnaire has
been designed by keeping in mind the research aim and objectives that needs to be fulfilled at
the end of the dissertation. Thus, majority of the questions for the survey has been developed
in terms of engagement and commitment and its impact on the performance of the employees
in ensuring and achieving organizational innovations.
3.6 Sampling Technique and Sampling Size
The sampling technique for data collection is selected according to the research
strategy. Probability and non-probability sampling technique are the most used sampling
technique for selecting the samples for data collection. As mentioned by Uprichard (2013), a
non-probability sampling technique is defined as the sampling technique in which the
respondents do not have equal opportunities of being selected as the sample. In the case of
non-probability sampling technique, the researcher selects the respondents by judging their
suitability for fulfilling the research aim and objectives. The use of non-probability sampling
technique provides an opportunity for the researcher to communicate with the respondents
personally thereby, developing a deeper understanding of their viewpoints and opinions. On
the other hand, the concept of probability sampling technique provides an equal opportunity
for all the individuals within a population to be a part of the data collection process. In this
case, the researcher circulates the relevant questions within a particular population and collect
data (Lemmer and Kanal 2014). This is generally close-ended platform of data collection that
restricts the respondents to share their perspectives completely.

39DISSERTATION
3.6.1 Justifying the selection of random probability sampling technique
For the current research, the researcher has selected random probability sampling
technique. This enabled the researcher to collect data from a specified population by
circulating the survey questionnaire. The researcher has circulated the survey questionnaire
among the employees of Easa Saleh Al Group in order to understand the meaningful
relationship between employee engagement, commitment, and organizational innovation. The
researcher has collected 100 responses for data collection and analysis.
3.7 Data Collection Technique
The two most widely used data collection technique includes primary and secondary
data collection technique by the researchers. The secondary resources comprises of the
journals, books, official websites and other internet facilities that the researcher uses for
gathering relevant information about the research topic. One of the advantages of using
secondary resources during research is to develop deeper understanding about the research
topic and conducting in-depth research (Best and Kahn 2016). However, on the contrary, the
concept of primary data collection technique highlights the method of collecting data for a
particular population. Primary data can be collected by implementing both qualitative and
quantitative approach. The researcher selects the primary data collection approach depending
on the suitability of the respondents. In the case of qualitative data collection technique, the
researcher interacts and communicates with the respondents personally and gathers data
(Palinkas et al. 2015). Example of qualitative data collection technique includes interview.
On the other hand, in the case of quantitative data collection technique, the researcher collects
the data from an entire population. One of the examples of quantitative data collection
technique is survey in which the researcher collects the response from an entire population in
terms of the research objectives and questions (Miles, Hubeman and Saldana 2013).

40DISSERTATION
3.7.1 Justifying the selection of primary data collection technique
For the current research, the researcher has used primary quantitative data collection
technique. The researcher selected the employees of Easa Saleh Al Group and considered
their similar perspectives regarding the meaningful relationship between employee
engagement, Commitment and organizational innovation at Easa Saleh Al Group for
achieving vision 2020. Additionally, the researcher has also used secondary resources such as
books, journals, and other internet facilities as secondary data collection technique while
conducting the literature review of the research.
3.8 Data Analysis Technique
The data collected by the primary quantitative data collection technique needs to be
analysed in order to achieve the research aim and objectives. The different methods of
analysing the data include using the bar, charts, graphs and statistical analysis. The use of
statistical analysis if more preferred for analysing the primary quantitative data, as it gives
accurate results (Gelman et al. 2014).
3.8.1 Justifying the selection of SPSS
For the current research, the researcher has used SPSS, a statistical software that helps
in analysing the data gathered from 50 respondents of Easa Saleh Al Group by conducting
logical batched and non-batched analysis along with cross-tabulation. As a result, the
researcher has been able to gather accurate data by summarizing the data through descriptive
statistics that includes frequencies and percentages.
3.9 Ethical Consideration
According to the Data Protection Act, 1998, disclosing the information related to the
individuals without their consent is against the ethical grounds in research
(Legislation.gov.uk, 2017). Therefore, the researcher has to ensure that the identity of the

41DISSERTATION
participants and the data provided by them are kept confidential and is not disclosed without
their consent. According to the ethical grounds, the researcher cannot force the individuals to
be a part of the data collection technique rather they need to participate willingly. The data
collected by the researcher has to be used for academic purpose strictly rather than
commercial purpose. On the other hand, data manipulation is strictly prohibited while
presenting and interpretation of the data. The researcher is bound to maintain the authenticity
of the collected data while conducting the research. The quality of secondary resources has to
be maintained by the researcher by maintaining the authenticity of the secondary resources.
3.10 Summary
In this chapter, it can be concluded that the researcher has used methodological tools
that is appropriate for determining whether employee motivation helps in retaining the
employees successfully. Additionally, the researcher has also mentioned the ethical
considerations followed while conducting and completing the research.

42DISSERTATION
Chapter 4: Analysis and Findings
What is your gender?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 48 48.0 48.0 48.0
Female 52 52.0 52.0 100.0
Total 100 100.0 100.0
The company helps in developing the career of the employees in a proper manner
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 22 22.0 22.0 22.0
Agree 35 35.0 35.0 57.0
Neutral 15 15.0 15.0 72.0
Disagree 13 13.0 13.0 85.0
Strongly Disagree 15 15.0 15.0 100.0
Total 100 100.0 100.0

43DISSERTATION
The analysis has been conducted between the gender of the participants and whether
the company helps in their career development in a proper manner. It can be seen that most of
the female employees have agreed to the fact that the company makes it a point that the
career of the employees can be developed in a proper manner.
What is your gender? * The company helps in developing the career of the employees in a proper
manner Cross tabulation
The company helps in developing the career of the
employees in a proper manner
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What is your
gender?
Male Count 17 14 5 7 5 48
% within What is
your gender? 35.4% 29.2% 10.4% 14.6% 10.4% 100.0%
% within The
company helps in
developing the
career of the
employees in a
proper manner
77.3% 40.0% 33.3% 53.8% 33.3% 48.0%
% of Total 17.0% 14.0% 5.0% 7.0% 5.0% 48.0%

44DISSERTATION
Female
Count 5 21 10 6 10 52
% within What is
your gender? 9.6% 40.4% 19.2% 11.5% 19.2% 100.0%
% within The
company helps in
developing the
career of the
employees in a
proper manner
22.7% 60.0% 66.7% 46.2% 66.7% 52.0%
% of Total 5.0% 21.0% 10.0% 6.0% 10.0% 52.0%
Total
Count 22 35 15 13 15 100
% within What is
your gender? 22.0% 35.0% 15.0% 13.0% 15.0% 100.0%
% within The
company helps in
developing the
career of the
employees in a
proper manner
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 22.0% 35.0% 15.0% 13.0% 15.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 11.214a 4 .024
Likelihood Ratio 11.641 4 .020
Linear-by-Linear Association 4.079 1 .043
N of Valid Cases 100
a. 0 cells (0.0%) have expected count less than 5. The minimum
expected count is 6.24.
The Chi-Square test has been conducted so that it can establish a relationship between
the variables that has been taken up in the study in a statistical manner. The result of the test
has come to be .024 whereas the minimum value of the test had to be 6.24. This shows that
there is no statistical association between the variables and that both the genders that is male
and females of the organization are of the opinion that the company makes it a point to
develop their careers in a better manner.

45DISSERTATION
What is your gender?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 48 48.0 48.0 48.0
Female 52 52.0 52.0 100.0
Total 100 100.0 100.0
It helps in inspiring the employees to achieve the objectives within the company
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 22 22.0 22.0 22.0
Agree 28 28.0 28.0 50.0
Neutral 12 12.0 12.0 62.0
Disagree 17 17.0 17.0 79.0
Strongly Disagree 21 21.0 21.0 100.0
Total 100 100.0 100.0

46DISSERTATION
The graph above has shown that most of the female employees have agreed to the fact
that the company inspires them to achieve the objectives that are present with respect to the
work so that a better level of profit can be earned from the market.
What is your gender? * It helps in inspiring the employees to achieve the objectives within the company
Cross tabulation
It helps in inspiring the employees to achieve the
objectives within the company
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What is your
gender?
Male
Count 18 6 7 7 10 48
% within What is
your gender? 37.5% 12.5% 14.6% 14.6% 20.8% 100.0%
% within It helps
in inspiring the
employees to
achieve the
objectives within
the company
81.8% 21.4% 58.3% 41.2% 47.6% 48.0%
% of Total 18.0% 6.0% 7.0% 7.0% 10.0% 48.0%
Female Count 4 22 5 10 11 52

47DISSERTATION
% within What is
your gender? 7.7% 42.3% 9.6% 19.2% 21.2% 100.0%
% within It helps
in inspiring the
employees to
achieve the
objectives within
the company
18.2% 78.6% 41.7% 58.8% 52.4% 52.0%
% of Total 4.0% 22.0% 5.0% 10.0% 11.0% 52.0%
Total
Count 22 28 12 17 21 100
% within What is
your gender? 22.0% 28.0% 12.0% 17.0% 21.0% 100.0%
% within It helps
in inspiring the
employees to
achieve the
objectives within
the company
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 22.0% 28.0% 12.0% 17.0% 21.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 18.832a 4 .001
Likelihood Ratio 20.111 4 .000
Linear-by-Linear Association 1.414 1 .234
N of Valid Cases 100
a. 0 cells (0.0%) have expected count less than 5. The minimum
expected count is 5.76.
The result of the test has come to be .001 whereas the minimum value that was
expected from the test had to be 5.76. This shows that there is no statistical association
between the variables and that both the genders that is the males and females feel that the
company inspires and motivates them to achieve the objectives so that they can be
competitive in the market.
What is your gender?

48DISSERTATION
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 48 48.0 48.0 48.0
Female 52 52.0 52.0 100.0
Total 100 100.0 100.0
The company provides higher rate of flexibility to the employees in achieving its
targets
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 16 16.0 16.0 16.0
Agree 29 29.0 29.0 45.0
Neutral 15 15.0 15.0 60.0
Disagree 16 16.0 16.0 76.0
Strongly Disagree 24 24.0 24.0 100.0
Total 100 100.0 100.0

49DISSERTATION
The above graph has shown that most of the female employees are of the view that the
company allows them enough flexibility so that the targets can be achieved in a better
manner. This also allows the employees to get a chance of meeting their targets in an
effective manner.
What is your gender? * The company provides higher rate of flexibility to the employees in achieving its
targets Cross tabulation
The company provides higher rate of flexibility to the
employees in achieving its targets
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What is your
gender? Male
Count 9 12 4 11 12 48
% within What is
your gender? 18.8% 25.0% 8.3% 22.9% 25.0% 100.0%
% within The
company
provides higher
rate of flexibility to
the employees in
achieving its
targets
56.2% 41.4% 26.7% 68.8% 50.0% 48.0%
% of Total 9.0% 12.0% 4.0% 11.0% 12.0% 48.0%

50DISSERTATION
Female
Count 7 17 11 5 12 52
% within What is
your gender? 13.5% 32.7% 21.2% 9.6% 23.1% 100.0%
% within The
company
provides higher
rate of flexibility to
the employees in
achieving its
targets
43.8% 58.6% 73.3% 31.2% 50.0% 52.0%
% of Total 7.0% 17.0% 11.0% 5.0% 12.0% 52.0%
Total
Count 16 29 15 16 24 100
% within What is
your gender? 16.0% 29.0% 15.0% 16.0% 24.0% 100.0%
% within The
company
provides higher
rate of flexibility to
the employees in
achieving its
targets
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 16.0% 29.0% 15.0% 16.0% 24.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 6.479a 4 .166
Likelihood Ratio 6.660 4 .155
Linear-by-Linear Association .245 1 .620
N of Valid Cases 100
a. 0 cells (0.0%) have expected count less than 5. The minimum
expected count is 7.20.
The result of the test has come to be .166 whereas the minimum value of the test has
to be 7.20. This shows that there is no statistical association between the variables and that
the company provides flexibility to both the genders so that they can achieve their objectives
ion a better manner, which results in the increase of level of production.

51DISSERTATION
What age group do you belong to?
Frequency Percent Valid Percent Cumulative
Percent
Valid
20-30 years 36 36.0 36.0 36.0
31-40 years 35 35.0 35.0 71.0
41-50 years 20 20.0 20.0 91.0
51 and above 9 9.0 9.0 100.0
Total 100 100.0 100.0
The company has a vast cultural diversity so that employees can work in a better
environment
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 23 23.0 23.0 23.0
Agree 29 29.0 29.0 52.0
Neutral 18 18.0 18.0 70.0
Disagree 10 10.0 10.0 80.0
Strongly Disagree 20 20.0 20.0 100.0
Total 100 100.0 100.0

52DISSERTATION
From the above graph, it can be seen that the employees who are between the group
of 20-30 years have stated that they have agreed to the fact that the company employs
different cultures within the system so that the environment can be friendly in which the
employees are working. It can also be seen that most of the employees are young in nature, as
it helps the company in giving proper training to them so that they can be productive within
the system.
What age group do you belong to? * The company has a vast cultural diversity so that employees can
work in a better environment Cross tabulation
The company has a vast cultural diversity so that
employees can work in a better environment
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What age group
do you belong
to?
20-30
years
Count 9 10 6 3 8 36
% within What
age group do
you belong to?
25.0% 27.8% 16.7% 8.3% 22.2% 100.0%

53DISSERTATION
% within The
company has a
vast cultural
diversity so that
employees can
work in a better
environment
39.1% 34.5% 33.3% 30.0% 40.0% 36.0%
% of Total 9.0% 10.0% 6.0% 3.0% 8.0% 36.0%
31-40
years
Count 6 13 7 4 5 35
% within What
age group do
you belong to?
17.1% 37.1% 20.0% 11.4% 14.3% 100.0%
% within The
company has a
vast cultural
diversity so that
employees can
work in a better
environment
26.1% 44.8% 38.9% 40.0% 25.0% 35.0%
% of Total 6.0% 13.0% 7.0% 4.0% 5.0% 35.0%
41-50
years
Count 5 5 3 3 4 20
% within What
age group do
you belong to?
25.0% 25.0% 15.0% 15.0% 20.0% 100.0%
% within The
company has a
vast cultural
diversity so that
employees can
work in a better
environment
21.7% 17.2% 16.7% 30.0% 20.0% 20.0%
% of Total 5.0% 5.0% 3.0% 3.0% 4.0% 20.0%
51 and
above
Count 3 1 2 0 3 9
% within What
age group do
you belong to?
33.3% 11.1% 22.2% 0.0% 33.3% 100.0%

54DISSERTATION
% within The
company has a
vast cultural
diversity so that
employees can
work in a better
environment
13.0% 3.4% 11.1% 0.0% 15.0% 9.0%
% of Total 3.0% 1.0% 2.0% 0.0% 3.0% 9.0%
Total
Count 23 29 18 10 20 100
% within What
age group do
you belong to?
23.0% 29.0% 18.0% 10.0% 20.0% 100.0%
% within The
company has a
vast cultural
diversity so that
employees can
work in a better
environment
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 23.0% 29.0% 18.0% 10.0% 20.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 6.294a 12 .901
Likelihood Ratio 7.298 12 .837
Linear-by-Linear Association .064 1 .800
N of Valid Cases 100
a. 11 cells (55.0%) have expected count less than 5. The minimum
expected count is .90.
The result of the test has come to be .901 whereas the minimum value of the test had
to be .90. This shows that there is a statistical association between the variables and the
company employs employees of different cultures who are in the age group of 20-30 years so
that they can work in a better environment and the increase the level of production.

55DISSERTATION
What age group do you belong to?
Frequency Percent Valid Percent Cumulative
Percent
Valid
20-30 years 36 36.0 36.0 36.0
31-40 years 35 35.0 35.0 71.0
41-50 years 20 20.0 20.0 91.0
51 and above 9 9.0 9.0 100.0
Total 100 100.0 100.0
The employees of the company are committed towards the organization
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 23 23.0 23.0 23.0
Agree 25 25.0 25.0 48.0
Neutral 14 14.0 14.0 62.0
Disagree 17 17.0 17.0 79.0
Strongly Disagree 21 21.0 21.0 100.0
Total 100 100.0 100.0

56DISSERTATION
The above graph has shown that the employees who are of between 20-30 years of
age have agreed to the fact that they are committed towards the organization due to various
factors, which helps in increasing the level of production as well for the company.
What age group do you belong to? * The employees of the company are committed towards the
organization Cross tabulation
The employees of the company are committed
towards the organization
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What age group
do you belong to?
20-30
years
Count 8 10 4 7 7 36
% within What
age group do you
belong to?
22.2% 27.8% 11.1% 19.4% 19.4% 100.0%
% within The
employees of the
company are
committed
towards the
organization
34.8% 40.0% 28.6% 41.2% 33.3% 36.0%
% of Total 8.0% 10.0% 4.0% 7.0% 7.0% 36.0%
31-40 Count 7 11 4 8 5 35

57DISSERTATION
years
% within What
age group do you
belong to?
20.0% 31.4% 11.4% 22.9% 14.3% 100.0%
% within The
employees of the
company are
committed
towards the
organization
30.4% 44.0% 28.6% 47.1% 23.8% 35.0%
% of Total 7.0% 11.0% 4.0% 8.0% 5.0% 35.0%
41-50
years
Count 4 4 4 2 6 20
% within What
age group do you
belong to?
20.0% 20.0% 20.0% 10.0% 30.0% 100.0%
% within The
employees of the
company are
committed
towards the
organization
17.4% 16.0% 28.6% 11.8% 28.6% 20.0%
% of Total 4.0% 4.0% 4.0% 2.0% 6.0% 20.0%
51 and
above
Count 4 0 2 0 3 9
% within What
age group do you
belong to?
44.4% 0.0% 22.2% 0.0% 33.3% 100.0%
% within The
employees of the
company are
committed
towards the
organization
17.4% 0.0% 14.3% 0.0% 14.3% 9.0%
% of Total 4.0% 0.0% 2.0% 0.0% 3.0% 9.0%
Total Count 23 25 14 17 21 100
% within What
age group do you
belong to?
23.0% 25.0% 14.0% 17.0% 21.0% 100.0%

58DISSERTATION
% within The
employees of the
company are
committed
towards the
organization
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 23.0% 25.0% 14.0% 17.0% 21.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 11.648a 12 .474
Likelihood Ratio 14.848 12 .250
Linear-by-Linear Association .052 1 .819
N of Valid Cases 100
a. 10 cells (50.0%) have expected count less than 5. The minimum
expected count is 1.26.
The result of the test has come to be .474 whereas the minimum value of the test had
to be 1.26. This shows that there is no statistical association between the variables and that
employees belonging to different age groups are also of the view that they are committed
towards the organization due to the motivation that they get within the organization.
What age group do you belong to?
Frequency Percent Valid Percent Cumulative
Percent
Valid
20-30 years 36 36.0 36.0 36.0
31-40 years 35 35.0 35.0 71.0
41-50 years 20 20.0 20.0 91.0
51 and above 9 9.0 9.0 100.0
Total 100 100.0 100.0
The strategies adopted by the company help in increasing the commitment level of
the employees
Frequency Percent Valid Percent Cumulative
Percent

59DISSERTATION
Valid
Strongly Agree 18 18.0 18.0 18.0
Agree 22 22.0 22.0 40.0
Neutral 21 21.0 21.0 61.0
Agree 13 13.0 13.0 74.0
Strongly Disagree 26 26.0 26.0 100.0
Total 100 100.0 100.0

60DISSERTATION
The above graph has shown that most of the employees who are of the age group of
20-30 years have disagreed to the fact that the strategies that are taken up within the company
does not help in increasing their level of commitment.
What age group do you belong to? * The strategies adopted by the company help in increasing the
commitment level of the employees Cross tabulation
The strategies adopted by the company help in
increasing the commitment level of the employees
Total
Strongly
Agree
Agree Neutral Agree Strongly
Disagree
What age group
do you belong
to?
20-30
years
Count 6 10 7 2 11 36
% within What
age group do
you belong to?
16.7% 27.8% 19.4% 5.6% 30.6% 100.0%
% within The
strategies
adopted by the
company help in
increasing the
commitment
level of the
employees
33.3% 45.5% 33.3% 15.4% 42.3% 36.0%

61DISSERTATION
% of Total 6.0% 10.0% 7.0% 2.0% 11.0% 36.0%
31-40
years
Count 6 9 11 4 5 35
% within What
age group do
you belong to?
17.1% 25.7% 31.4% 11.4% 14.3% 100.0%
% within The
strategies
adopted by the
company help in
increasing the
commitment
level of the
employees
33.3% 40.9% 52.4% 30.8% 19.2% 35.0%
% of Total 6.0% 9.0% 11.0% 4.0% 5.0% 35.0%
41-50
years
Count 4 3 2 5 6 20
% within What
age group do
you belong to?
20.0% 15.0% 10.0% 25.0% 30.0% 100.0%
% within The
strategies
adopted by the
company help in
increasing the
commitment
level of the
employees
22.2% 13.6% 9.5% 38.5% 23.1% 20.0%
% of Total 4.0% 3.0% 2.0% 5.0% 6.0% 20.0%
51 and
above
Count 2 0 1 2 4 9
% within What
age group do
you belong to?
22.2% 0.0% 11.1% 22.2% 44.4% 100.0%
% within The
strategies
adopted by the
company help in
increasing the
commitment
level of the
employees
11.1% 0.0% 4.8% 15.4% 15.4% 9.0%
% of Total 2.0% 0.0% 1.0% 2.0% 4.0% 9.0%
Total Count 18 22 21 13 26 100

62DISSERTATION
% within What
age group do
you belong to?
18.0% 22.0% 21.0% 13.0% 26.0% 100.0%
% within The
strategies
adopted by the
company help in
increasing the
commitment
level of the
employees
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 18.0% 22.0% 21.0% 13.0% 26.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 14.641a 12 .262
Likelihood Ratio 16.725 12 .160
Linear-by-Linear Association 1.286 1 .257
N of Valid Cases 100
a. 11 cells (55.0%) have expected count less than 5. The minimum
expected count is 1.17.
The result of the test has come to be .262 whereas the minimum value of the test had
to be 1.17. This shows that there is no statistical association between the variables, as
employees of the other age groups also feel that the company uses inappropriate strategies
that does not help in increasing the level of commitment among the employees.
How long are you working in Ease Saleh Al Group?
Frequency Percent Valid Percent Cumulative
Percent
Valid
0-2 years 23 23.0 23.0 23.0
3-5 years 41 41.0 41.0 64.0
6-8 years 27 27.0 27.0 91.0
9 years and above 9 9.0 9.0 100.0
Total 100 100.0 100.0

63DISSERTATION
The innovative strategies taken by the company helps in increasing the production
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 24 24.0 24.0 24.0
Agree 30 30.0 30.0 54.0
Neutral 10 10.0 10.0 64.0
Disagree 14 14.0 14.0 78.0
Strongly Disagree 22 22.0 22.0 100.0
Total 100 100.0 100.0

64DISSERTATION
The above graph shows that the employees who are working within the organization
for a period of 3-5 years have stated that they have agreed to the fact that the use of
innovative strategies will help in increasing the level of production within the company.
How long are you working in Ease Saleh Al Group? * The innovative strategies taken by the company
helps in increasing the production Cross tabulation
The innovative strategies taken by the company
helps in increasing the production
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
How long are
you working in
Ease Saleh Al
Group?
0-2 years Count 5 7 0 3 8 23
% within How
long are you
working in Ease
Saleh Al Group?
21.7% 30.4% 0.0% 13.0% 34.8% 100.0%
% within The
innovative
strategies taken
by the company
helps in
increasing the
production
20.8% 23.3% 0.0% 21.4% 36.4% 23.0%
% of Total 5.0% 7.0% 0.0% 3.0% 8.0% 23.0%

65DISSERTATION
3-5 years
Count 10 11 5 8 7 41
% within How
long are you
working in Ease
Saleh Al Group?
24.4% 26.8% 12.2% 19.5% 17.1% 100.0%
% within The
innovative
strategies taken
by the company
helps in
increasing the
production
41.7% 36.7% 50.0% 57.1% 31.8% 41.0%
% of Total 10.0% 11.0% 5.0% 8.0% 7.0% 41.0%
6-8 years
Count 6 10 4 2 5 27
% within How
long are you
working in Ease
Saleh Al Group?
22.2% 37.0% 14.8% 7.4% 18.5% 100.0%
% within The
innovative
strategies taken
by the company
helps in
increasing the
production
25.0% 33.3% 40.0% 14.3% 22.7% 27.0%
% of Total 6.0% 10.0% 4.0% 2.0% 5.0% 27.0%
9 years and
above
Count 3 2 1 1 2 9
% within How
long are you
working in Ease
Saleh Al Group?
33.3% 22.2% 11.1% 11.1% 22.2% 100.0%
% within The
innovative
strategies taken
by the company
helps in
increasing the
production
12.5% 6.7% 10.0% 7.1% 9.1% 9.0%
% of Total 3.0% 2.0% 1.0% 1.0% 2.0% 9.0%
Total Count 24 30 10 14 22 100

66DISSERTATION
% within How
long are you
working in Ease
Saleh Al Group?
24.0% 30.0% 10.0% 14.0% 22.0% 100.0%
% within The
innovative
strategies taken
by the company
helps in
increasing the
production
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 24.0% 30.0% 10.0% 14.0% 22.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 8.421a 12 .751
Likelihood Ratio 10.454 12 .576
Linear-by-Linear Association 1.007 1 .316
N of Valid Cases 100
a. 10 cells (50.0%) have expected count less than 5. The minimum
expected count is .90.
The result of the test has come to be .751 whereas the minimum value of the test had
to be .90. This shows that there is no statistical association between the variables and that the
employees who are working more or less than 3-5 years have also agreed to the fact that the
company needs to adopt innovative strategies so that it can result in increasing the level of
production.
How long are you working in Ease Saleh Al Group?
Frequency Percent Valid Percent Cumulative
Percent

67DISSERTATION
Valid
0-2 years 23 23.0 23.0 23.0
3-5 years 41 41.0 41.0 64.0
6-8 years 27 27.0 27.0 91.0
9 years and above 9 9.0 9.0 100.0
Total 100 100.0 100.0
The company has gained a competitive advantage due to constant innovative
techniques
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 24 24.0 24.0 24.0
Agree 25 25.0 25.0 49.0
Neutral 16 16.0 16.0 65.0
Disagree 15 15.0 15.0 80.0
Strongly Disagree 20 20.0 20.0 100.0
Total 100 100.0 100.0

68DISSERTATION
The above graph has shown that most of the employees who are working within the
company for a period of 3-5 years have agreed to the fact that the company will enjoy a
competitive advantage in the market due to the adoption of the innovative strategies. This is
due to the fact that with the technological advancement, it will help the company in
increasing its level of production by keeping the costs down.
How long are you working in Ease Saleh Al Group? * The company has gained a competitive advantage
due to constant innovative techniques Cross tabulation
The company has gained a competitive advantage
due to constant innovative techniques
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
How long are
you working in
Ease Saleh Al
Group?
0-2 years Count 4 5 3 4 7 23
% within How
long are you
working in Ease
Saleh Al Group?
17.4% 21.7% 13.0% 17.4% 30.4% 100.0%

69DISSERTATION
% within The
company has
gained a
competitive
advantage due
to constant
innovative
techniques
16.7% 20.0% 18.8% 26.7% 35.0% 23.0%
% of Total 4.0% 5.0% 3.0% 4.0% 7.0% 23.0%
3-5 years
Count 8 10 10 6 7 41
% within How
long are you
working in Ease
Saleh Al Group?
19.5% 24.4% 24.4% 14.6% 17.1% 100.0%
% within The
company has
gained a
competitive
advantage due
to constant
innovative
techniques
33.3% 40.0% 62.5% 40.0% 35.0% 41.0%
% of Total 8.0% 10.0% 10.0% 6.0% 7.0% 41.0%
6-8 years
Count 8 10 2 3 4 27
% within How
long are you
working in Ease
Saleh Al Group?
29.6% 37.0% 7.4% 11.1% 14.8% 100.0%
% within The
company has
gained a
competitive
advantage due
to constant
innovative
techniques
33.3% 40.0% 12.5% 20.0% 20.0% 27.0%
% of Total 8.0% 10.0% 2.0% 3.0% 4.0% 27.0%
9 years and
above
Count 4 0 1 2 2 9
% within How
long are you
working in Ease
Saleh Al Group?
44.4% 0.0% 11.1% 22.2% 22.2% 100.0%

70DISSERTATION
% within The
company has
gained a
competitive
advantage due
to constant
innovative
techniques
16.7% 0.0% 6.2% 13.3% 10.0% 9.0%
% of Total 4.0% 0.0% 1.0% 2.0% 2.0% 9.0%
Total
Count 24 25 16 15 20 100
% within How
long are you
working in Ease
Saleh Al Group?
24.0% 25.0% 16.0% 15.0% 20.0% 100.0%
% within The
company has
gained a
competitive
advantage due
to constant
innovative
techniques
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 24.0% 25.0% 16.0% 15.0% 20.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 12.405a 12 .414
Likelihood Ratio 14.120 12 .293
Linear-by-Linear Association 2.302 1 .129
N of Valid Cases 100
a. 10 cells (50.0%) have expected count less than 5. The minimum
expected count is 1.35.
The result of the test has come to be .414 whereas the minimum value of the test has
to be 1.35. This shows that there is no statistical association between the variables and that
the employees who are working for a period of more than or less than 3-5 years are also of
the opinion that the company needs to take up innovation techniques on a constant manner so
that it can allow the organization in gaining a competitive advantage in the market as well.

71DISSERTATION
How long are you working in Ease Saleh Al Group?
Frequency Percent Valid Percent Cumulative
Percent
Valid
0-2 years 23 23.0 23.0 23.0
3-5 years 41 41.0 41.0 64.0
6-8 years 27 27.0 27.0 91.0
9 years and above 9 9.0 9.0 100.0
Total 100 100.0 100.0
The rate of profits has increased considerably within the company due to innovative
strategies
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 21 21.0 21.0 21.0
Agree 32 32.0 32.0 53.0
Neutral 12 12.0 12.0 65.0
Disagree 12 12.0 12.0 77.0
Strongly Disagree 23 23.0 23.0 100.0
Total 100 100.0 100.0

72DISSERTATION
The above graph shows that the employees who are working for a period of 3-5 years
have agreed to the fact that the rate of profits for the company will increase considerably due
to the use of the innovative strategies. This is due to the fact that the availability of the new
technologies will result in increasing the output level for the company.
How long are you working in Ease Saleh Al Group? * The rate of profits has increased considerably
within the company due to innovative strategies Cross tabulation
The rate of profits has increased considerably within
the company due to innovative strategies
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
How long are
you working in
Ease Saleh Al
Group?
0-2 years Count 6 4 1 2 10 23
% within How
long are you
working in Ease
Saleh Al Group?
26.1% 17.4% 4.3% 8.7% 43.5% 100.0%

73DISSERTATION
% within The
rate of profits
has increased
considerably
within the
company due to
innovative
strategies
28.6% 12.5% 8.3% 16.7% 43.5% 23.0%
% of Total 6.0% 4.0% 1.0% 2.0% 10.0% 23.0%
3-5 years
Count 11 12 6 5 7 41
% within How
long are you
working in Ease
Saleh Al Group?
26.8% 29.3% 14.6% 12.2% 17.1% 100.0%
% within The
rate of profits
has increased
considerably
within the
company due to
innovative
strategies
52.4% 37.5% 50.0% 41.7% 30.4% 41.0%
% of Total 11.0% 12.0% 6.0% 5.0% 7.0% 41.0%
6-8 years
Count 3 13 4 4 3 27
% within How
long are you
working in Ease
Saleh Al Group?
11.1% 48.1% 14.8% 14.8% 11.1% 100.0%
% within The
rate of profits
has increased
considerably
within the
company due to
innovative
strategies
14.3% 40.6% 33.3% 33.3% 13.0% 27.0%
% of Total 3.0% 13.0% 4.0% 4.0% 3.0% 27.0%
9 years and
above
Count 1 3 1 1 3 9
% within How
long are you
working in Ease
Saleh Al Group?
11.1% 33.3% 11.1% 11.1% 33.3% 100.0%

74DISSERTATION
% within The
rate of profits
has increased
considerably
within the
company due to
innovative
strategies
4.8% 9.4% 8.3% 8.3% 13.0% 9.0%
% of Total 1.0% 3.0% 1.0% 1.0% 3.0% 9.0%
Total
Count 21 32 12 12 23 100
% within How
long are you
working in Ease
Saleh Al Group?
21.0% 32.0% 12.0% 12.0% 23.0% 100.0%
% within The
rate of profits
has increased
considerably
within the
company due to
innovative
strategies
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 21.0% 32.0% 12.0% 12.0% 23.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 15.293a 12 .226
Likelihood Ratio 15.459 12 .217
Linear-by-Linear Association .314 1 .575
N of Valid Cases 100
a. 12 cells (60.0%) have expected count less than 5. The minimum
expected count is 1.08.
The result of the test came to be .226 whereas the minimum value of the test had to be
1.08. This shows that there is no statistical association between the variable, as the employees
who have more or less work experience in the company are also of the opinion that the profit
level swill increase due to the use of the innovative strategies on a constant manner.

75DISSERTATION
What is your educational background?
Frequency Percent Valid Percent Cumulative
Percent
Valid
High School 5 5.0 5.0 5.0
Graduate 33 33.0 33.0 38.0
Post-Graduate 34 34.0 34.0 72.0
Diploma 21 21.0 21.0 93.0
PhD 7 7.0 7.0 100.0
Total 100 100.0 100.0
The employees are engaged within the company that has led to a great amount of
innovative techniques to be adopted by the company
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 25 25.0 25.0 25.0
Agree 21 21.0 21.0 46.0
Neutral 14 14.0 14.0 60.0
Disagree 14 14.0 14.0 74.0
Strongly Disagree 26 26.0 26.0 100.0
Total 100 100.0 100.0

76DISSERTATION
The above graph shows that most of the employees who have a post-graduate degree
have disagreed to the fact that the employees are engaged within the company in a better way
with the adoption of the innovative techniques.
What is your educational background? * The employees are engaged within the company that has led to
a great amount of innovative techniques to be adopted by the company Cross tabulation
The employees are engaged within the company that
has led to a great amount of innovative techniques to
be adopted by the company
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What is your
educational
background?
High
School
Count 1 1 0 1 2 5
% within What is
your educational
background?
20.0% 20.0% 0.0% 20.0% 40.0% 100.0%

77DISSERTATION
% within The
employees are
engaged within
the company
that has led to a
great amount of
innovative
techniques to be
adopted by the
company
4.0% 4.8% 0.0% 7.1% 7.7% 5.0%
% of Total 1.0% 1.0% 0.0% 1.0% 2.0% 5.0%
Graduate
Count 9 6 4 7 7 33
% within What is
your educational
background?
27.3% 18.2% 12.1% 21.2% 21.2% 100.0%
% within The
employees are
engaged within
the company
that has led to a
great amount of
innovative
techniques to be
adopted by the
company
36.0% 28.6% 28.6% 50.0% 26.9% 33.0%
% of Total 9.0% 6.0% 4.0% 7.0% 7.0% 33.0%
Post-
Graduate
Count 9 8 7 3 7 34
% within What is
your educational
background?
26.5% 23.5% 20.6% 8.8% 20.6% 100.0%
% within The
employees are
engaged within
the company
that has led to a
great amount of
innovative
techniques to be
adopted by the
company
36.0% 38.1% 50.0% 21.4% 26.9% 34.0%
% of Total 9.0% 8.0% 7.0% 3.0% 7.0% 34.0%
Diploma Count 5 6 2 3 5 21

78DISSERTATION
% within What is
your educational
background?
23.8% 28.6% 9.5% 14.3% 23.8% 100.0%
% within The
employees are
engaged within
the company
that has led to a
great amount of
innovative
techniques to be
adopted by the
company
20.0% 28.6% 14.3% 21.4% 19.2% 21.0%
% of Total 5.0% 6.0% 2.0% 3.0% 5.0% 21.0%
PhD
Count 1 0 1 0 5 7
% within What is
your educational
background?
14.3% 0.0% 14.3% 0.0% 71.4% 100.0%
% within The
employees are
engaged within
the company
that has led to a
great amount of
innovative
techniques to be
adopted by the
company
4.0% 0.0% 7.1% 0.0% 19.2% 7.0%
% of Total 1.0% 0.0% 1.0% 0.0% 5.0% 7.0%
Total Count 25 21 14 14 26 100
% within What is
your educational
background?
25.0% 21.0% 14.0% 14.0% 26.0% 100.0%

79DISSERTATION
% within The
employees are
engaged within
the company
that has led to a
great amount of
innovative
techniques to be
adopted by the
company
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 25.0% 21.0% 14.0% 14.0% 26.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 14.526a 16 .560
Likelihood Ratio 15.689 16 .475
Linear-by-Linear Association .550 1 .458
N of Valid Cases 100
a. 17 cells (68.0%) have expected count less than 5. The minimum
expected count is .70.
The result of the test has come to be .56 whereas the minimum value of the test had to
be .70. This shows that there is no statistical association between the variables, as the
employees who have other educational backgrounds are also of the opinion that the use of
innovative techniques will not help in increasing the level of engagement among the
employees.
What is your educational background?
Frequency Percent Valid Percent Cumulative
Percent
Valid High School 5 5.0 5.0 5.0
Graduate 33 33.0 33.0 38.0
Post-Graduate 34 34.0 34.0 72.0
Diploma 21 21.0 21.0 93.0
PhD 7 7.0 7.0 100.0

80DISSERTATION
Total 100 100.0 100.0
The commitment of the employees in the company will help in achieving the vision
by 2020
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 19 19.0 19.0 19.0
Agree 27 27.0 27.0 46.0
Neutral 11 11.0 11.0 57.0
Disagree 16 16.0 16.0 73.0
Strongly Disagree 27 27.0 27.0 100.0
Total 100 100.0 100.0

81DISSERTATION
The above graph shows that the employees who are post-graduate have agreed as well
as disagreed to the fact that their level of commitment will help the company in achieving its
vision by the year 2020.
What is your educational background? * The commitment of the employees in the company will help in
achieving the vision by 2020 Cross tabulation
The commitment of the employees in the company
will help in achieving the vision by 2020
Total
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
What is your
educational
background?
High
School
Count 1 0 0 1 3 5
% within What is
your educational
background?
20.0% 0.0% 0.0% 20.0% 60.0% 100.0%
% within The
commitment of
the employees
in the company
will help in
achieving the
vision by 2020
5.3% 0.0% 0.0% 6.2% 11.1% 5.0%
% of Total 1.0% 0.0% 0.0% 1.0% 3.0% 5.0%

82DISSERTATION
Graduate
Count 8 9 4 3 9 33
% within What is
your educational
background?
24.2% 27.3% 12.1% 9.1% 27.3% 100.0%
% within The
commitment of
the employees
in the company
will help in
achieving the
vision by 2020
42.1% 33.3% 36.4% 18.8% 33.3% 33.0%
% of Total 8.0% 9.0% 4.0% 3.0% 9.0% 33.0%
Post-
Graduate
Count 4 13 3 8 6 34
% within What is
your educational
background?
11.8% 38.2% 8.8% 23.5% 17.6% 100.0%
% within The
commitment of
the employees
in the company
will help in
achieving the
vision by 2020
21.1% 48.1% 27.3% 50.0% 22.2% 34.0%
% of Total 4.0% 13.0% 3.0% 8.0% 6.0% 34.0%
Diploma
Count 5 5 4 2 5 21
% within What is
your educational
background?
23.8% 23.8% 19.0% 9.5% 23.8% 100.0%
% within The
commitment of
the employees
in the company
will help in
achieving the
vision by 2020
26.3% 18.5% 36.4% 12.5% 18.5% 21.0%
% of Total 5.0% 5.0% 4.0% 2.0% 5.0% 21.0%
PhD Count 1 0 0 2 4 7
% within What is
your educational
background?
14.3% 0.0% 0.0% 28.6% 57.1% 100.0%

83DISSERTATION
% within The
commitment of
the employees
in the company
will help in
achieving the
vision by 2020
5.3% 0.0% 0.0% 12.5% 14.8% 7.0%
% of Total 1.0% 0.0% 0.0% 2.0% 4.0% 7.0%
Total
Count 19 27 11 16 27 100
% within What is
your educational
background?
19.0% 27.0% 11.0% 16.0% 27.0% 100.0%
% within The
commitment of
the employees
in the company
will help in
achieving the
vision by 2020
100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
% of Total 19.0% 27.0% 11.0% 16.0% 27.0% 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 18.440a 16 .299
Likelihood Ratio 21.746 16 .152
Linear-by-Linear Association .236 1 .627
N of Valid Cases 100
a. 15 cells (60.0%) have expected count less than 5. The minimum
expected count is .55.
The result of the test has come to be .299 whereas the minimum value of the test had
to be .55. This shows that there is no statistical association between the variables as
employees who have different levels of education may also agree or disagree to the fact that
their level of commitment may or may not help in achieving the vision of the company by the
year 2020.

84DISSERTATION
Chapter 5: Discussion
The development of the career of the employees are done within the organization, which was
seen through the analysis that both the genders agreed to it. This is due to the fact that the
organization makes it a point to engage the employees within the work place so that it can
help in increasing the level of production and their skill levels as well. The engagement of the
employees within the organization helps in building a positive relationship so that they can be
enthusiastic in increasing their level of production (West and Dawson 2012). This also leads
to taking up of positive actions within the company so that it can be beneficial for the
employees. The level of job satisfaction among the employees also increase, as they feel
connected with the organization in an emotional manner. It also helps the organization in
deploying the human resource in a successful manner so that their abilities can be harvested
by the organization. This helps the organization in achieving the mission as well as
organizational excellence (Mishra, Boynton and Mishra 2014).
The analysis also shows that that both the genders are of the opinion that the company
allows them in achieving their respective objectives so that the organization can gain a
competitive advantage in the market. This is due to the fact that the organization is open to
innovations and allows the employees in being engaged within the work floor. The company
allows the employees in enjoying flexibility in their work shifts so that they can be engaged
within the organization in a proper manner. It also leads to increasing the engagement of the
employees on the work floor. The employees can start their work at a later time and finish
late as well so that they can work according to their level of flexibility. This helps in
increasing the level of efficiency, as the employees will be more engaged in increasing the
level of production of the organization.
The increase in the level of flexibility will also help the employees in getting a better
rate of salary due to the increase in the production level. This will also result in changing the

85DISSERTATION
organizational structure, as the employees will get promotions based on their performances.
Moreover, the high level of engagement of the employees within the organization will also
result in increasing the competitive advantage of the organization. It will also result in
increasing the level of satisfaction among the customers, as the base would increase due to
increase in their level of loyalty ensuring that the profit levels of the organization can be
increased (Mone and London 2014).
The analysis also shows that the employees belonging to the age group of 20-30 years
belong to different cultures who are being employed by the organization so that it can result
in increasing the level of productivity. Diverse culture in the work place plays an important
role, as the employees get to learn new opportunities due to the process of innovations that
take place on a constant manner (Shuck et al. 2013). It also helps in reducing the barriers of
communication among the organization due to the higher level of understanding that is
present in the work place. The morale of the employees are also boosted to a greater level, as
they feel important within the organization irrespective of the differences in culture. The
opportunity to work together as a team helps in improving the level of skills so that they can
be recognized within the organization as well (Anitha 2014).
The diversity within the work place also helps in providing different perspectives to
the problems that may arise within the work place. This is due to the fact that the
brainstorming sessions that will be conducted in the training period will involve different
types of ideas and the efficient use of the ideas that will lead to solving the problem at a
minimum time. This will help the organization in finding the problems to the solutions at the
minimum time (Jose and Mampilly 2012). The use of cultural diversity within the work place
also allows in increasing the impact of the firm on a global manner. This is due to the fact
that the level of communication increases in an effective manner, which helps in maintaining

86DISSERTATION
the relationship with the other players in the industry on a global scale (Wang and Hsieb
2013).
The analysis has also shown that the employees who are of different age groups have
stated that the organization provides higher level of motivation that results in increasing their
level of commitment. It can be stated from the review of literature that the theory of self-
determination is one of the motivational factors that help the employees in being engaged
within the organization (Breevaart et al. 2014). The theory states that the employees are
motivated when there is no internal or external influence that may affect their nature of work.
The reward system is also beneficial, as the increase in their motivational levels will help in
increasing the production that will result in getting rewards from the organization. It will
result in developing the interest of the employees so that they can work in a proper manner to
increase the level of efficiency of the organization in the market (Cole et al. 2012).
Another theory stated in the literature review known as Kahn’s theory also stated that
the engagement of the employees in the work place is based on the extrinsic and intrinsic
motivation. This will help the employees of all age groups to relate their job responsibility
that is present within the organization so that interest can be developed and the level of
engagement can be increased within the organization (Soane et al. 2012).
The findings from the analysis has also shown that the employees who belong to
different ages and are working in the company have stated that inappropriate strategies are
being used that does not help in increasing the level of commitment within the employees
(Bal, Kooji and De Jong 2013). The inappropriate strategies that are being used in the
company hampers the well-being of the employees in the company as well, as they are not
motivated to increase the productivity level. It is necessary for the management of the

87DISSERTATION
organization to understand the needs of the employees so that proper strategies can be
developed that will result in increasing the level of productivity (Hewitt 2012).
This may result in decreasing the level of productivity, as the technology that is
present may not be used to the optimum level. This may affect the organization, as the raw
materials that are being used for the process of production may be wasted to a great extent.
The inappropriate strategies that will be taken up in the organization will result in increasing
the level of turnover of the employees due to the poor structure that is present within the
organization (Vivek, Beatty and Morgan 2012). This may result in the shift of the skilled
employees toward other organizations. The loss of the employees will result in decreasing the
level of efficiency of the company to a great extent. It will also hamper the growth of the
company to a great extent due to the loss of its competitive advantages. The inappropriate
strategies that will be taken up may result in taking up wrong decisions, which may affect the
brand image of the company to a great extent (Shields et al. 2015).
The analysis has also stated that the employees who have more years of experience in
the company are of the view that the organization needs to take up innovative strategies so
that the level of production can be increased to a great extent. The company has to take up
time management so that the goals can be divided in to short-term basis (Sashi 2012). This
will help the employees in meeting the smaller objectives so that the overall objectives of the
company can be met over a long duration. It will also help the employees in meeting their
daily targets on a regular manner. The employees also need to be trained according to their
level of skills so that it can be implemented within the new system that will be taken up. This
will result in increasing the level of efficiency to a great extent (Vivek, Beatty and Morgan
2012).

88DISSERTATION
The company also needs to consider the needs of the employees so that it can be
implemented within the new structure that will be taken up by the senior management. The
use of the right strategies will allow the personality of the employees to fit under the system
so that the productivity level can be increased (Crawford et al. 2014). The company also need
to hire experts so that their valuable insights can help in restructuring the system within the
company. This will result in allowing flexibility to the employees, as their preferences will be
taken in to account.
The findings from the analysis has also shown that the employees who have more
than 3 years of experience in the organization have considered that innovative techniques
needs to be taken up so that it can result in increasing the competitive advantage of the
organization in the operating market (Bedarkar and Pandita 2014). This can be done by
ensuring that the materials are all kept at the right places so that the employees do not have
search the necessary resources before starting to work on it. The use of labelling will help the
employees in identifying the resources so that it can result in taking the right materials that
are required to continue with the work (Truss et al. 2013).
The management of the organization needs to set an example so that the employees
can follow that. This will help in the overall success of the organization due to the skilful
system of the management that will help in maintaining a better relationship with the
employees. This will result in increasing the level of engagement of the employees within the
organization as well. The company also needs to conduct meetings with the team so that it
can help in providing efficient solutions to the problems that may arise in the work place
(Andrew and Sofian 2012).
The analysis has also shown that the employees of different education levels are of the
opinion that innovative strategies that will be taken up in the organization will increase their

89DISSERTATION
level of engagement towards the organization. This is due to the fact that the innovative
strategies will help in saving the time of the employees so that they can be efficient in the
organization (Skaalvik and Skaalvik 2014). This will also help in increasing the level of
productivity so that the output of the organization can be more in the market where they are
operating. The use of the innovative strategies within the organization will also result in
supplying the finished goods and the services to the customers at a faster rate so that it can
help in result in increasing the level of profit to a great extent. This will be beneficial for the
company, as they can provide better rewards to the employees who has helped in increasing
the level of production within the organization performance (Shuck and Reio Jr 2014).
The analysis has also given an overview where the employees who are of different
educational backgrounds have stated that the company may achieve their mission statement
by the end of 2020 if they follow the innovative strategies in a proper manner. The company
needs to improve the culture within the organization, which will directly have an implication
on the level of production (Gichohi 2014). The recruitment strategy that will be followed
within the organization needs to mention the job responsibilities to the candidates so that it
can help them in hiring the best candidates that are available in the market. The efficiency of
the HR department in recruiting the skilled employees in the company will help in increasing
the level of productivity in a positive manner (Cole et al. 2012).
The employees also need to be given training so that it can enhance their level of
skills. This will help in increasing their level of efficiency as well within the company. The
hiring of professionals in training the employees will result in increasing their level of skills,
as they will be in a better position to understand the needs and preferences of the employees
in a proper way (Albrecht 2012).

90DISSERTATION
It is also necessary for the company to communicate in a proper manner with the
employees regarding the job responsibilities that they have within the organization. This will
result in clearly defining the key responsibility areas of the employees so that it can help in
increasing the productivity level. The proper use of communication will also help in
providing information from the management to the employees and vice versa so that it can
help in help in engaging the employees more towards the organization (Alfes et al. 2013).
This will allow the company in understanding the needs and preferences of the employees
that needs to be fulfilled so that they can have a better working environment. This will also
motivate the employees to continue serving the organization so that their level of knowledge
can be increased as well as the productivity (Armstrong and Taylor 2014).
The management should also offer lucrative reward system to the employees so that
they can be motivated in working more. The rewards should be given intrinsically as well as
extrinsically so that the employees can benefit from it. The structure of the reward system
should be made known to the employees, as it will provide a better knowledge regarding the
amount of work that they need to do so that they can earn the level of incentives that they
want. The recognition of the employees on a monthly basis also needs to be done so that it
can motivate the other employees in performing in a better manner (Rurkkhum and Bartlett
2012).
The morale of the employees need to be boosted by conducting regular meetings, as it
will help in increasing the level of engagement of the employees towards the organization.
The morale of the employees can be boosted by providing them better level of incentives that
will allow them in increasing the level of productivity in the organization. It will also help the
organization in earning better rate of returns from the market in which they are operating
(Klein, Molloy and Brinsfield 2012).

91DISSERTATION
Chapter 6: Conclusion and Recommendations
6.0 Conclusion
From the data analysis, it can be concluded that the business organizations need to
ensure engaged and committed workforce belonging to different gender. This is because both
male and female employees’ needs to be motivated equally in order to ensure highly engaged
and committed workforce. The business organizations have both male and female employees
working for them and the success of the business organization is dependent on the
performance of the employees of both the gender. Thus, the business organizations need to
ensure effective motivation regardless of the gender of the employees in order to achieve
organizational goals, objectives and innovations. As seen Easa Saleh Al Group has
employees working for 2 years to more than 9 years, the company has been successful in
providing effective training to the employees working for the organization for nearly 2 years.
Vigorous training for the employees in their initial days by Easa Saleh Al Group ensures that
the employees uptake the organizational culture, ethics, goals and objectives and work
towards achieving them. Effective training by Easa Saleh Al Group for the newly recruited
employees helps them in building and creating a highly engaged and committed workforce.
As a result, the employees tend to put in more effort in developing themselves along with
brainstorming them for developing and implementing unique strategies for achieving
organizational innovation. Creating a highly engaged and committed workforce helped Easa
Saleh Al Group to establish dedicated workforce that will help the company in achieving
their vision 2020.
Career growth opportunities attract the employees the most. Each employees
regardless of their age are hungry for career growth and advancement. Lack of new
opportunities make the employees bored thereby, creating an undedicated workforce that

92DISSERTATION
hampers the organizational performance and threatening the survival of the company in the
market. Thus, Easa Saleh Al Group needs to ensure that regardless of the age of the
employees, they need to provide career growth opportunities at regular interval by judging
their suitability. Providing adequate career growth opportunities to all the employees will also
ensure Easa Saleh Al Group to reduce the employee turnover rate, as the employees will have
the opportunity to give them the required career boost by remaining in the same organization.
As a result, Easa Saleh Al Group will succeed in creating a highly engaged and committed
workforce, as the employees will understand and feel that the company identifies their
professional needs and aim towards fulfilling them. The employees working in Easa Saleh Al
Group feels that the company has been successful in creating an engaged and committed
workforce that influenced the organizational performance. It can also be concluded that the
business organizations need to ensure continuous development for the employees. This will
provide an opportunity for the employees to develop themselves continuously by
rediscovering them at regular interval. Thus, Easa Saleh Al Group needs to provide the
opportunity for the employees to rediscover them continuously so that the company is able to
create a highly engaged and committed workforce.
6.1 Linking with objectives
Objective 1: To understand the concept of employee engagement, commitment, and
organizational innovation
Objective 1 is linked with survey question 5, 7 and 9. According to this objective, it is
essential for the business organization to understand the factors and methods that helps in
engaging the employees. One of the most crucial roles of the human resource management is
to develop business strategies that help in motivating the employees. This is because
motivated employees helps in creating highly engaged and committed workforce that helps in
improved organizational performance. Thus, having a deep understanding about employee

93DISSERTATION
engagement and commitment allows the business organizations to ensure effective methods
of creating highly engaged and committed workforce that will help in achieving
organizational vision. The discussion section highlights that employee engagement,
commitment and organizational innovation goes hand-in-hand. The above implication
suggests that better employee engagement and commitment influences the employees to
emphasize more on their job roles and responsibilities. In addition to, better employee
engagement and commitment highlights that the employees are deeply involved in their work
and enjoy their work. As a result, the employees are able to incorporate better thinking and
greater effort while doing their work thereby, leading to innovations. For instance, the
employees find unique ways of doing regular activities with the aim of better achievement of
results. The data analysis also highlights that both employee engagement and commitment
are significant for achieving organizational innovation thereby, supporting the facts that has
been discussed in the above section.
Objective 2: To identify the factors influencing the meaningful relationship between
employee engagement, commitment, and organizational innovation
Objective 2 is linked with survey question 6 and 10. These two questions highlights
the major factors that help in building highly engaged and committed workforce. Different
factors help in engaging different employees. Thus, the business organizations cannot use
similar factors for creating engaged and committed workforce. Thus, it is essential for the
business organizations to identify the distinctive needs of the employees and use those factors
wisely for creating a highly engaged and committed workforce. It is the role of the human
resource management to develop strategies for based on the requirement of the employees
thereby, motivating them. Based on the individuality of the employees, the different methods
of employee engagement and commitment include flexible work time, job security, health
and safety benefits and adequate growth opportunities professionally. The discussion section

94DISSERTATION
above sheds light on the impact of the various factors in determining and ensuring effective
and successful employee engagement and commitment that eventually leads organizational
innovations. It is important for the business organizations to identify the factors that help in
engaging the employees, as this helps in better employee performance and dedication towards
their work. However, the factors for the individual employees differ based on their needs,
demands and expectations. Identifying the factors that ensures effective employee
engagement and commitment provides an opportunity for the business organizations to gain
competitive advantage thereby, gaining an upper hand over the competitors. Effective
implementation of the factors of employee engagement and motivation helps in increased
productivity and efficient working. This is also supported by the data analysis where the
employees agree that their level of engagement and commitment helps them to ensure
organizational innovation.
Objective 3: To evaluate critically the meaningful relationship between employee
engagement, commitment, and organizational innovation
Objective 3 is linked with survey question 11, 12 and 13. According to the literature
review and the survey question, it can be said that employee engagement and commitment is
positively related to organizational innovation. This is because engaged and committed
employees’ shows greater effort towards their role and responsibilities. In addition to, it has
also been seen that employees with greater work commitment and engagement goes an extra
mile or takes initiatives frequently for completing tasks that helps in achieving organizational
vision. They find unique methods of completing regular tasks by giving an innovative
approach to the work. Thus, lack of effective engagement and commitment hampers the
mindset and credibility of the employees and prohibits them from in making an extra effort
for uplifting the organizational performance. The discussion section above highlights the
positive relationship between employee engagement, commitment and organizational

95DISSERTATION
innovations. It can be said that organizational innovations is a result of effective, highly
engaged and committed employees that gives their best for achieving organizational goals
and objectives. It is the sheer dedication of the employees that determines the success of the
business organizations, as their commitment and engagement towards work leads to increased
productivity. In addition to, highly engaged and committed employees take extra initiatives
and brainstorm them for generating ideas that make them unique in the market thereby,
gaining competitive advantage.
Objective 4: To provide suitable recommendation for improving the relationship
between employee engagement, commitment and organizational innovation in Easa
Saleh Al Group for achieving vision 2020
Objective 4 is linked with survey question 14 and 15. According to this question, Easa
Saleh Al Group needs to improve their methods of creating an engaged and committed
workforce. This is because the human resource management of the company needs to identify
the methods of employee engagement and commitment continuously so that they have the
latest idea about their employees. With time, the needs and requirements of the employees
changes thereby, making it essential for the company to be aware of the present needs and
demands of the employees. This will help Easa Saleh Al Group to understand the methods of
creating engaged and committed workforce. The discussion in the above section highlights
that inappropriate employee engagement and commitment results in lack of innovation for the
company. In spite of having many employees, the business organizations are unable to ensure
innovations. This is due to lack of focus and concentration among the employees that they are
unable to connect with their job roles and responsibilities thereby, hampering organizational
innovations.

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6.2 Recommendations
The suitable recommendations for improving the methods of employee engagement,
commitment and innovation for achieving organizational vision 2020 by Easa Saleh Al
Group include:
Flexible work time: The human resource management of Easa Saleh Al Group needs to
develop strategies for providing flexible work time for the employees. Based on the nature of
the job, it is hectic and stannous for the employees. Thus, providing flexible work time to the
employees will allow them to work according to their convenience and input greater effort
towards their job roles and responsibilities (Mampilly 2012). As a result, the employees will
take extra initiative and bring in innovative strategies in achieving organizational vision.
Motivational session: Easa Saleh Al Group needs to conduct motivational session for all the
employees. This will help in uplifting their state of mind and influence them to give their best
for achieving organizational vision by implementing innovative strategies. Easa Saleh Al
Group is a construction company thereby, making the work very tedious for the employees.
Thus, motivating the employees continuously will help Easa Saleh Al Group in creating a
highly engaged and committed workforce for achieving organizational vision (Soane et al.
2012).
Engaging in activities: Easa Saleh Al Group can also conduct interactive activities for the
employees at regular interval. This will provide an opportunity for the company to interact
with the employees and know their abilities and capabilities. The human resource
management of the company can create activities that will test the uniqueness and innovative
ability of the employees of doing specific things (Shields et al. 2015). This will also help
Easa Saleh Al Group to keep their employees engaged and committed for achieving
organizational vision 2020.

97DISSERTATION
Growth opportunities: Easa Saleh Al Group needs to identify the demands and expectations
of the employees. As seen in the data analysis, that the employees of Easa Saleh Al Group are
highly engaged and feels committed towards their work if they are provided adequate career
growth opportunities regardless of age and gender (Truss et al. 2013). Thus, Easa Saleh Al
Group will have to provide suitable career growth opportunities for keeping their employees
committed and engaged.
Job security: Employees does job for ensuring financial stability and living a standard life.
Thus, Easa Saleh Al Group will have to ensure job security for their employees. The
employees will put their best effort; if they are assured that, they have a secured place in the
company (Bedarkar and Pandita 2014). Having a secured job will influence the employees to
take extra initiatives and work towards achieving organizational vision 2020.
Interactive sessions at regular interval: Conducting interactive sessions will help Easa Saleh
Al Group to ensure effective communication with the employees thereby, being aware of the
requirements of the employees and aiming towards fulfilling them (Soane et al. 2012).
6.3 Research limitations
The overall limitation of the research highlights lack of emphasis on each of the
factors that results in lack of employee engagement and commitment. In addition to, the
impact of employee engagement and commitment has been determined only in respect to the
construction industry that limits the future use of the study. This research can be used as a
secondary resource only for the construction sector, as the impact of engagement and
commitment on the employees has been analyzed in respect to the construction industry
thereby, limiting the exposure of the research work.

98DISSERTATION
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Appendix 1
Survey questionnaire
Demographic factors
1. What is your gender?
Male
Female
2. What is your educational background?
High School
Graduate
Post-Graduate
Diploma
PhD
3. What age group do you belong to?
20-30 years
31-40 years
41-50 years
51 and above
4. How long are you working in Ease Saleh Al Group?
0-2 years
3-5 years

108DISSERTATION
6-8 years
9 years and above
Employee engagement
Strongly Agree=1, Strongly Disagree=5
5. The company helps in developing the career of the employees in a proper manner
1 2 3 4 5
6. It helps in inspiring the employees to achieve the objectives within the company
1 2 3 4 5
7. The company provides higher rate of flexibility to the employees in achieving its
targets
1 2 3 4 5
8. The company has a vast cultural diversity so that employees can work in a better
environment
1 2 3 4 5
9. The employees of the company are committed towards the organization
1 2 3 4 5
10. The strategies adopted by the company help in increasing the commitment level of the
employees
1 2 3 4 5
Organizational innovation

109DISSERTATION
Strongly Agree=1, Strongly Disagree=5
11. The innovative strategies taken by the company helps in increasing the production
1 2 3 4 5
12. The company has gained a competitive advantage due to constant innovative
techniques
1 2 3 4 5
13. The rate of profits has increased considerably within the company due to innovative
strategies
1 2 3 4 5
14. The employees are engaged within the company that has led to a great amount of
innovative techniques to be adopted by the company
1 2 3 4 5
15. The commitment of the employees in the company will help in achieving the vision
by 2020
1 2 3 4 5