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Article
Building a proactive engagement culture in asset management organizations
Journal of Management in Engineering
  • Yvonne O Brunetto, Southern Cross University
  • Matthew J. Xerri, Southern Cross University
  • Silvia A Nelson, Southern Cross University
Document Type
Article
Publication Date
1-1-2014
Peer Reviewed
Peer-Reviewed
Abstract

This study developed a path model to examine the impact of the perceived organizational support and leader-member exchange on organizational culture within asset management organizations in Australia. Additionally, a path from organizational culture to employee engagement was also examined. Survey responses from 90 technical and engineering employees within asset management organizations were analyzed using partial least squares modeling. The results provide support that perceived organizational support and leader-member exchange were positively and significantly related to organizational culture and that organizational culture was positively and significantly related to employee engagement. As a result, the findings from this study provide asset managers with insights to assist the movement from reactive to proactive organizational cultures and to enhance the engagement of asset management engineering and technical employees with optimizing the performance and competitiveness of their organizations.

Disciplines
Citation Information

Postprint of: Brunetto, YO, Xerri, MJ & Nelson, SA 2014, 'Building a proactive engagement culture in asset management organizations', Journal of Management in Engineering, vol. 30, no. 4.

Published version available from:

http://dx.doi.org/10.1061/(ASCE)ME.1943-5479.0000251