Job engagement among administrative staff at King Khalid University: a field study

Document Type : Original Article

Author

Associate Professor of Educational Administration, College of Education, King Khalid University

Abstract

The purpose of the study is to investigate the level of job engagement among administrative employees at King Khalid University, as well as; exploring if there are significant statistical differences at the level of (0.05) about the level of job engagement among administrative employees, attributed to the impact of gender, educational qualification and years of service variables, and identifying the most important suggestions for developing the level of job engagement as perceived by those employees. The study adopted the analytical descriptive approach and the questionnaire as a tool to collect data, the sample consisted of (284) male and female employees. The findings of the study showed that; the level of job engagement among the administrative employees at King Khalid University was high, with a mean of (3.96), as dedication domain came first with a high level, with a mean of (4, 25) While vigor domain came second with a high level, with a mean of (3.91), and finally aspiration domain with a high level and a mean of (3.67). Further, there are significant statistical differences at the level of (0.05) between the means of the responses of the sample regarding the level of job engagement due to (gender, educational qualification, job service), in favor of females. Meanwhile, the differences were due to the effect of the educational qualification in favor of the bachelor’s and postgraduate studies versus less than the bachelor’s degree, and it was also in favor of the postgraduate studies versus the bachelor’s degree, while the differences were due to the effect of job service in favor of those whose job service was 10 years or more. The study concluded several recommendations such as; enhancing the level of job engagement domains among administrative employees, describing administrative jobs at the university to ensure clarity of tasks and responsibilities, solving the problem of delayed job promotions in coordination with the Ministry of Human Resources, expanding the participation of administrative staff in making decisions related to improving and developing their job tasks.

Keywords

References

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