ANTECEDENTS TO EMPLOYEE ENGAGEMENT: A QUALITATIVE STUDY OF SENIOR SECONDARY SCHOOL TEACHERS IN NIGERIA. Research aim: To explore the antecedents to the development of employee engagement among senior secondary school teachers in Nigeria. OLUWOLE A. SHOKUNBI (Oluwole.Shokunbi@gcu.ac.uk) GLASGOW CALEDONIAN UNIVERSITY DEPARTMENT OF BUSINESS AND MANAGEMENT AFAM 3RD BIENNIAL CONFERENCE 5 – 10 JANUARY 2016

PRESENTATION SUMMARY RESEARCH CONTEXT INTRODUCTION OBJECTIVES OF THE STUDY THEORETICAL FRAMEWORK METHODS FINDINGS CONCLUSIONS AND IMPLICATIONS

RESEARCH CONTEXT LAGOS STATE, NIGERIA PUBLIC EDUCATION SECTOR PUBLIC SENIOR SECONDARY SCHOOLS GOVERNMENT EMPLOYED TEACHERS

INTRODUCTION popular concept Practitioner dominated Demonstrated organisational benefits Western centric concept Hypotheses testing studies Limited theory building studies Engaged workforce.

OBJECTIVES OF THE STUDY Expand academic literature on employee engagement Qualitative identification and comprehension of EE and its antecedents in a non- western context Compare results with those of other studies focusing on employee engagement. Develop a strategic plan for engagement in the education sector.

THEORETICAL FRAMEWORK Need satisfying approach (Kahn, 1990) Meaningfulness Safety Availability

THEORETICAL FRAMEWORK CONTD. MEANINGINGFULNESS JOB CHALLENGE AUTONOMY VARIETY FEEDBACK JOB FIT OPPORTUNITIES FOR DEVELOPMENT REWARDS AND RECOGNITION SAFETY SOCIAL SUPPORT TRANSFORMATIONAL LEADER LEADER-MEMBER EXCHANGE WORKPLACE CLIMATE ORGANISATIONAL JUSTICE JOB SECURITY AVAILABILITY ROLE OVERLOAD WORK-ROLE CONFLICT FAMILY=WORK CONFLICT RESOURCE INADEQUACIES TIME URGENCY OFF-WORK RECOVERY DISPOSITIONS PERSONAL RESOURCES EMPLOYEE ENGAGEMENT

METHODS Research philosophy – Intrepretivist Research approach – Induction Methodological choice – Single-method Qualitative Research strategy – Case study research Data collection: audio-taped Semi-structured Interviews Data analysis :thematic analysis technique (Braun and Clarke, 2006)

FINDINGS PASSION FOR THE JOB AVAILABILITY OF MATERIALS FOR THE JOB WORK ENVIRONMENT RELATIONSHIP AND SUPPORT BETWEEN EMPLOYEES TRAINING AND RETRAINING, AND PAY

CONCLUSIONS AND IMPLICATIONS Antecedents of employee engagement are similar but different in level of importance between the western and the non-western context Antecedents are key to building engagement Take note of peculiar needs of teachers and address them Public administrators and practitioners need to formulate and implement engagement strategies Academics and practitioners need to do more in understanding engagement and its relationship with the culture of the research context

REFERENCES Braun, V. and Clarke, V. (2006) Using thematic analysis in psychology. Qualitative Research in Psychology, 3 (2). pp. 77-101. Crawford, E. R., Rich, B. L., Buckman, B., & Bergeron, J. (2014). The antecedents and drivers of employee engagement. Employee engagement in theory and practice, 57-81. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692- 724.

REFERENCES May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619. Shuck, B. (2011).Four emerging perspectives of employee engagement: An integrative literature review. Human Resource Development Review, 20(10), 1-25

REFERENCES Wollard, K. K., & Shuck, B. (2011). Antecedents to Employee Engagement A Structured Review of the Literature. Advances in Developing Human Resources, 13(4), 429-446. Zigarmi, D., Nimon, K., Houson, D., Witt, D., & Diehl, J. (2009). Beyond engagement: Toward a framework and operational definition for employee work passion. Human Resource Development Review, 8, 300-326. Zigarmi, D., Houson, D., Witt, D., & Diehl, J. (2011). Employee Work Passion. Connecting the Dots, Blanchard Employee Work Passion, 3.