Employee Engagement, Job Satisfaction, Organizational Commitment on Productivity of Employees in Higher Education Setting

Dessa Blanca G. Gimeno, Cristine A. Geroy and Nenita I. Prado
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Dessa Blanca G. Gimeno: Dessa Blanca G. Gimeno., Cristine A. Geroy., Nenita I. Prado
Cristine A. Geroy: Dessa Blanca G. Gimeno., Cristine A. Geroy., Nenita I. Prado
Nenita I. Prado: Dessa Blanca G. Gimeno., Cristine A. Geroy., Nenita I. Prado

International Journal of Research and Innovation in Social Science, 2025, vol. 9, issue 3s, 2285-2292

Abstract: This study investigated the relationship among employee engagement, job satisfaction, organizational commitment, and productivity among teaching and non-teaching personnel at two higher education institutions in Sindangan, Zamboanga del Norte, Philippines. Rooted in Social Exchange Theory, Herzberg’s Two-Factor Theory, Organizational Commitment Theory, and Human Capital Theory, the study employed a descriptive-correlational methodology, gathering data from participants from both institutions. The findings indicated elevated levels of engagement, job satisfaction, and organizational commitment, with organizational commitment identified as the principal predictor of employee productivity. Regression analysis revealed a substantial positive impact, particularly through affective commitment, while also uncovering negative associations between productivity and continuance commitment, as well as employee recognition. The results suggested that employees motivated by emotional alignment with organizational objectives demonstrated increased productivity, whereas transactional factors such as financial dependence or formal recognition might inadvertently reduce intrinsic motivation. The study emphasized the importance of fostering organizational commitment through supportive leadership, professional development, and equitable workplace policies to enhance institutional performance. Practical recommendations included prioritizing strategies that strengthen employees’ emotional connection to organizational goals while addressing potential demotivators linked to transactional workplace dynamics.

Date: 2025
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