A STUDY OF RELATIONSHIPS BETWEEN JOB AUTONOMY, ORGANISATIONAL JUSTICE, ORGANISATIONAL CULTURE AND EMPLOYEE ENGAGEMENT IN MACAU

With the increasing number of tourists coming to Macau after the three years of lockdown period, more quality services are expected. However, organisations are now facing a big challenge in maintaining sufficient employee, managing their employees’ performance and productivity. Employee engagement plays an important role because it will not only affect individual performance but also the performance of an organisation. This is the first study to provide evidence of the engagement level of general employees working in Macau, and of its relationships with job autonomy, organisational justice and organisational culture. The study results revealed that the levels of vigour, dedication and absorption of employees working full time in Macau were slightly above the mid-point value 3 of the scale, with about 30% of employees were found less engaged or disengaged. Criteria autonomy, method autonomy, schedule autonomy, organisational justice and collectivism culture were positively and significantly correlated with all three dimensions of employee engagement (i.e. vigour, dedication and absorption). There is no significant negative relationship between power distance culture and employee engagement. Method autonomy was the strongest positive predictor of all three dimensions of employee engagement, followed by organisational justice, while collectivism culture was a positive predictor for vigour and absorption. The implications for management will be discussed in terms of organisational support and communication