The effect of employee engagement on organisational performance: A case study of Muhimbili Orthopaedic Institute (MOI), Tanzania

Paschal Raphael; Godfrey Bukagile

doi:10.51867/ajernet.6.4.62

Auteurs

Paschal Raphael College of Business Administration, Tanzania
Godfrey Bukagile College of Business Administration, Tanzania https://orcid.org/0009-0005-5107-4303

DOI :

https://doi.org/10.51867/ajernet.6.4.62

Mots-clés :

Employee Training, Employee Engagement, Muhimbili Orthopaedic Institute, Organization Performance, Tanzania

Résumé

This study intended to assess the impact of employee engagement on organisational effectiveness, using the Muhimbili Orthopaedic Institute in Tanzania as a case study. Specifically, it investigated the effect of employee engagement on organisational performance. Guided by Human Capital Theory, the study adopted a case study design within a quantitative research framework. Data were collected through structured questionnaires administered to 222 respondents. Analysis was conducted using SPSS version 21, employing correlation techniques, with results presented in statistical tables. The findings indicated a significant positive correlation between employee engagement and organisational performance, underscoring their critical role in enhancing institutional effectiveness. Based on these results, the study recommends that Muhimbili Orthopaedic Institute establish clear key performance indicators (KPIs). These KPIs should link training outcomes with patient satisfaction, staff productivity, and surgical success rates. The study also recommends connecting engagement initiatives directly with organisational performance. Furthermore, it advocates for a National Health Workforce Engagement Policy. This policy should promote employee involvement, recognition, and well-being across public health institutions. The Muhimbili Orthopaedic Institute can serve as a model for its implementation.

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