The Impact of Socio-Demographic Factors on Employee Engagement at Multinational Companies in Thailand
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Abstract
Thailand is an increasingly high-profile global market, with growing employment by multinational corporations (MNCs), which participate in many economic areas. For these firms, employee engagement is a key success factor in the firm’s performance. Employee, engagement contributes to individual performance outcomes and firm outcomes such a profitability, productivity and efficiency. However, there are some gaps in the literature on the factors that contribute to employee engagement in Thai MNCs. For example, it is poorly understood how employee demographics influence employee engagement. It is also unclear how employees of domestic subsidiaries of MNCs respond to the MNC organizational environment and culture. This Article aimed to study (1) the impact of socio-demographic factors on the part company, and (2) to investigate socio-demographic factors part individual on employee engagement at the Thailand-based divisions of multinational corporations (MNCs). The sample was MNC employees in Thailand. There were 400 MNC employees completed an anonymous survey which asked about their socio-demographic categories and engagement levels. Quantitative method was conducted to determine whether engagement varies with age, education level, marital status, years of working with the company, job position, industry, and the countries where their companies are headquartered. They were selected by convenience sampling technique. The instrument for collecting data was a questionnaire. Analysis data by Descriptive statistics and Chi-square Analysis.
The research results were found as follows: (1) Employee engagement levels varied based on the company’s country of origin but not by industry; and (2) Of the five hypotheses that predicted personal socio-demographic effects on engagement, three were confirmed and two were rejected. These three factors are age, education level and years of working for the company.
The results can be implied that socio-demographic factors may be used to identify the employees who are most likely to become disengaged from their work and develop strategies to reduce this trend. Second, employee retention programs should be prioritized, given the positive relationship between years of service and engagement.
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