An employee engagement framework linked to leadership practices and organisational culture at a selected University of Technology in KwaZulu-Natal

The main objective of the research study was to develop an employee engagement framework linked to leadership practices and organisational culture for the Durban University of Technology. Continuous and disruptive change in the higher education sector has resulted in a widening disconnect between leadership and employees as well as low levels of employee engagement in higher education institutions in South Africa. The research objectives for the study focused on investigating the role and importance of employee engagement; the relationship between employee engagement and leadership practices; the relationship between employee engagement and organisational culture, as well as between leadership practices and organisational culture; and suggesting ways in which the Durban University of Technology can integrate organisational culture and leadership practices towards enhancing employee engagement. The literature on employee engagement, leadership practices and organisational culture indicated that there is more focus on the business sector as compared to the higher education sector. The findings of the research study are beneficial to employees, employee engagement practitioners and researchers, the Durban University of Technology and other universities. In addition, the study contributed knowledge on employee engagement, leadership practices and organisational culture in the higher education sector, particularly universities of technology. The study adopted a quantitative research methodology which entailed the researcher using a structured closed-ended questionnaire to collect primary data from sample respondents. The target population was N=1861 and a sample size of n=320 was selected using simple random sampling without replacement. After data collection and data cleaning, a response rate of 71.0% was achieved, which was deemed to be acceptable. The collected data was captured to form a data set which was analysed using the Statistical Package for the Social Sciences (SPSS) version 27 for Windows. Furthermore, various robust parametric and non-parametric tests were conducted to determine the existence of relationships amongst the variables under study as well as the tenability of the employee engagement framework. The Structural Equation Modelling (SEM) resulted in 16 hypotheses being developed, of which seven hypotheses were statistically significant and accepted, whilst nine hypotheses were statistically not significant and rejected. The results of the study were corroborated by previous research studies conducted nationally and globally. The main findings from the research were that line management leadership practices have a significant and positive effect on the employee engagement dimensions of work ethic and supportive environment; a goal-oriented organisational culture has a positive and significant effect on the employee engagement dimension of supportive environment; and a supportive organisational culture has a positive and significant effect on employee centred, inclusive institutional leadership practices as well as line management leadership practices. The research findings suggest that it is vital for the university to find ways to enhance employee engagement across the institution because an engaged workforce benefits an organisation through thriving employees and students. The research study contributed towards the ongoing development of employee engagement literature in the higher education sector and concluded with suggestions/directions for future research studies.