The Relationship of Employee Work Engagement and Employee Performance

Abstract

This study investigated the relationship between employee work engagement and employee performance among employees of Dole Stanfilco assigned to the Kibangan site. Using a quantitative descriptive-correlational research design, the study assessed work engagement through the dimensions of vigor, dedication, and absorption using the Utrecht Work Engagement Scale (UWES-9), while employee performance was measured using the Individual Work Performance Questionnaire (IWPQ). A total of 127 respondents participated, selected through stratified random sampling. Data were analyzed using descriptive statistics and Spearman’s Rank-Order Correlation. Findings revealed that employees demonstrated a very high level of work engagement, particularly in dedication and absorption, indicating strong commitment, pride, and deep involvement in their tasks. Vigor was rated high, suggesting stable but slightly lower levels of energy and persistence. Employee performance was found to be high, with employees showing effective planning, adaptability, initiative, and consistent fulfillment of assigned duties. However, correlation results indicated no significant relationship between employee work engagement and employee performance across all dimensions (p > .05). This suggests that high engagement does not automatically translate into measurable performance within this organizational setting. Factors such as leadership practices, workload demands, resource availability, and organizational systems may moderate or overshadow the influence of engagement on performance. The study concludes that while engagement remains essential for employee well-being and motivation, performance outcomes require supportive structures that enable employees to convert engagement into productive work behaviors. Recommendations for management and future researchers are provided to further explore contextual factors influencing this relationship.