Employee Engagement And Organizational Productivity: An Empirical Study Of The Attitudes Of The Employees Of It Sector

Abstract

In the rapidly evolving business environment, organizations increasingly recognize the strategic value of employee engagement in driving organizational productivity. This study explores the intricate relationship between employee engagement and productivity within the IT sector, emphasizing the psychological, cultural, and structural factors influencing workforce motivation and performance. Drawing upon theoretical frameworks such as the Job Demands-Resources Model, Self-Determination Theory, and Social Exchange Theory, the research investigates how leadership, organizational culture, technological advancements, work-life balance, and psychological safety contribute to engagement levels. The study utilized quantitative methods to assess engagement and productivity across managerial, non-managerial, and technical cadres. Findings reveal that employee engagement has a significant positive correlation (r = 0.902) with organizational productivity. Technical employees recorded the highest engagement and productivity levels, while managerial staff scored the lowest. Key engagement dimensions—job satisfaction, growth, communication, and workplace environment—were found equally important in enhancing performance outcomes. The study concludes that employee engagement is a critical driver of organizational success, warranting continued investment in leadership development, positive work culture, and adaptive HR strategies. Future research should expand across different sectors and management levels to further validate these findings and support engagement-focused organizational strategies.