Impact of Employee Engagement on Company Performance: The Four-Box Business Model as a Moderator: Perspectives from the COVID-19 Pandemic

Zining Zhu (), Charles Ramendran S.P.r () and Lai Soon Wong ()
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Zining Zhu: Universiti Tunku Abdul Rahman, Faculty of Business and Finance
Charles Ramendran S.P.r: Universiti Tunku Abdul Rahman, Faculty of Business and Finance
Lai Soon Wong: Universiti Tunku Abdul Rahman, Faculty of Business and Finance

A chapter in Proceedings of the 10th International Conference on Business, Accounting, Finance and Economics (BAFE 2022), 2023, pp 190-204 from Springer

Abstract: Abstract Since early 2020, the pandemic of COVID-19 has been causing significant business disruptions around the globe. The universal working method shifted from office work to a home-stay working approach. Companies face enormous pressure in this situation because their business growth and development are hampered. Meanwhile, employees become tense and uneasy as they worry about losing their jobs, which affects the performance and engagement of employees. According to the model of job demand-resource and management control system as theoretical foundations, the expected result of this research is to identify business model four-box as well as each box’s contents that moderate the impact of employee engagement on business performance. The literature review reveals a dearth of research examining the impact of employee engagement on business performance using the four-box business model as a moderator. This study employs questionnaire online survey method with the goal of collecting enough valid data from targeted Chinese SMEs. The data will be analysed through SEM using AMOS software. The findings attempt to address the research gap and suggest management staff to make full use of the existing business model to benefit the company’s practices.

Keywords: Employee engagement; Company performance; Four-box business model; Job demands-resources model; Management control system (search for similar items in EconPapers)
Date: 2023
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DOI: 10.2991/978-2-494069-99-2_17

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