THE GUIDELINES OF DEVELOPING EMPLOYEE ENGAGEMENT FOR CUSTOMER SERVICES IN CUSTOM CLEARANCE COMPANY

Abstract

This study aims to investigate factors related to the organizational engagement of customer service officers in customs clearance companies, categorized by establishment size, and to explore guidelines for enhancing their organizational engagement. The sample consisted of 400 customer service officers, with 133 from large companies, 134 from medium-sized companies, and 133 from small companies. Data was collected using questionnaires and analyzed using descriptive statistics.

               The findings revealed that the motivating factors associated with organizational engagement in small, medium, and large companies, ranked in descending order of mean scores, were factors related to work success, job characteristics, and advancement opportunities. The maintenance factors related to organizational engagement in all company sizes, ranked from highest to lowest, were the work environment, the desire to remain as an organizational member, and wages and benefits.

            Guidelines for developing organizational engagement in small companies included increasing the efficiency of job distribution, responsibilities, and decision-making authority to match employees' knowledge and abilities; adjusting salaries to meet their needs; and promoting employee participation and expression of opinions. For medium-sized companies, policies should be established to promote fair growth, support employee feedback, and consider the balance between salaries and benefits. Large companies should foster interpersonal relationships between employees and supervisors, organize activities to increase relaxation, reduce prejudice, encourage the expression of opinions, and promote collaboration to reduce workplace stress