Impact Analysis of Workforce Network Model on Engagement and Individual Performance of Employees in A Traditional, Remote, and Hybrid Workforce Network
Joever Joseph C. Flores, MBA, Prof. Ivan N. Faronal, DPA
Centro Escolar University, Manila, Philippines
This study focused on the impact of workforce network models (traditional, remote, and hybrid workforce networks) on the engagement and individual performance of employees of three (3) selected companies in the financial technology segment of the small business process outsourcing (BPO) industry in the Metro Manila, Philippines. Moreover, this study aims to determine the significant difference in employee engagement and individual performance among workforce network models. The sampling technique used in this study was Stratified Random Sampling to allow the three (3) companies to be proportionally represented. The researchers used stratified sampling with proportional allocation to determine the sample size per stratum to complete the one hundred (100) total sample size. The survey questionnaires were distributed through online forms to each of the respondents. This was answered three (3) times by the respondent. One for when they were in a traditional workforce network, one for when they were in a remote workforce network model, and one for when they were in a hybrid workforce network. The data collected was analyzed using Frequency Distribution, Mean, Standard Deviation, ANOVA with repeated measures, and Pairwise Comparison. The majority of the respondents were male, single, aged between 31 and 40 years old, and had worked for 5-8 years in their respective companies. This study found that employees in the hybrid workforce network have the highest level of engagement according to Kahn’s Engagement Theory in terms of (a) safety, (b) meaningfulness, and (c) availability, followed by remote than traditional workforce networks. Additionally, employees in the hybrid workforce network also have the highest level of individual performance according to Campbell’s Theory of Performance in terms of (a) job-related activities; (b) unrelated duties; (c)tasks requiring written and spoken communication; (d) evidence of effort; (e) personal discipline maintenance; (f) peer and team performance encouragement; (g) supervision and leadership and (h) management and administration of employees. Finally, this study found that there was a significant difference between the engagement and individual performance of employees in traditional, remote, and hybrid workforce network models.
Keywords: human resource management, workforce network model, employee engagement, individual performance