Sri-Lanka Navy through the voyage of employee engagement: an empirical study

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Sri-Lanka navy through the voyage of employee engagement: an empirical study

Anuradha Iddagoda, Rohitha Abeysinghe, Hiranya Dissanayake

Abstract

The development of human resource management has alarmed the enhancement of performance outcomes. Employee job performance is one main consequences of employee engagement. Employee engagement is all about employee's head, heart and hand involvement of his/her job as well as his/her organization. Therefore employee engagement has become a buzz word in the management circles. Other than the employee job performance, engaged employee is loyal, creative, innovative and a good team players. They are the people who take extra effort inorder to achieve the organizational goals. In the military context these characteristics are crucial. Consequently engaged employee is vital to the military context as well. National security, diplomatic relations and Humanitarian Assistance and Disaster Relief (HADR) are the traditional roles of the Army, Navy and Air Force. Sri Lanka due to its island geography, Sri Lanka Navy has an especial responsibility for maritime defence.

The Identified research gap is that, there is no empirical evidence about the level of employee engagement in the Sri Lanka Navy. Through a thorough quantitative study, the identified empirical and population gap was bridged. This is a descriptive study. Unit of analysis is individual i.e. officers in Sri Lanka Navy. The sample size is 108 Navy officers. Extent of the researcher interference with the study is minimal. Study setting is noncontrived. Type of investigation is correlation. Cross-sectional is the time horizon of the study. An instrument with 12 statements was used. Reliability of the instrument is also ensured. Actively/highly engaged, engaged, moderately engaged, disengaged and actively disengaged are the five levels of employee engagement. The results indicate that the level of employee engagement in the Sri Lanka Navy belongs to level 'four' on a five-point scale, which is 'Engaged'.

Keywords: employee engagement, military context, employee engagement levels.

Анотація

Розвиток управління людськими ресурсами сприяє покращенню результатів діяльності залучених працівників. Ефективність роботи працівників є одним з головних аспектів успішної та результативної діяльності. Залученість працівників -- це їхня основна діяльність не лише у виконанні обов'язків, але й у ефективній роботі в організації. Тому залучення працівників стало модним словом у керівних колах. Окрім ефективності роботи працівника, залучений працівник є лояльним, креативним, інноваційним і хорошим командним гравцем. Це люди, які докладають додаткових зусиль для досягнення організаційних цілей. У військовому контексті ці характеристики є вирішальними. Отже, залучений працівник також є життєво важливим для військового контексту. Національна безпека, дипломатичні відносини, гуманітарна допомога та ліквідація наслідків стихійних лих (HADR) є традиційними функціями армії, флоту та повітряних сил Шрі-Ланки. Через острівну географію ВМС Шрі-Ланки несе особливу відповідальність за морську оборону. Виявлена прогалина в дослідженнях полягає в тому, що немає емпіричних доказів щодо рівня залученості співробітників у ВМС Шрі-Ланки.

Завдяки ретельному кількісному та якісному дослідженню виявлений емпіричний і популяційний розрив було подолано. Це описове дослідження. Одиницею аналізу є окремі особи, тобто офіцери ВМС Шрі-Ланки. Обсяг вибірки становить 108 офіцерів ВМС. Ступінь втручання дослідника в дослідження мінімальний. Навчальна обстановка ненадумана. Вид дослідження - кореляційний. Перехресний - це часовий горизонт дослідження. Використовувався інструмент з 12 твердженнями. Валідність даних дослідження також забезпечено конкретними описами та обґрунтуваннями. Активно/високо залучений, залучений, помірно залучений, не залучений і активно не залучений - це п'ять рівнів залученості співробітників ВМС Шрі-Ланки, які використовувалися у досліджені. Результати показують, що рівень залученості співробітників ВМС Шрі-Ланки належить до «четвертого» рівня за п'ятибальною шкалою, тобто «Залучений».

Ключові слова: залучення працівників, військовий контекст, рівні залучення працівників.

Introduction

Pass and Ridgway (2022) state that employee engagement has been associated with positive organizational outcomes, such as increased innovation, lower absenteeism, increased quality, and profitability (p.256). According to Borst et al. (2020) employee engagement leads to organizationally beneficial work-related attitudes and behaviours. Therefore Bashir et al. (2021) mention that public sector organizations around the globe are implementing programmes designed specifically to improve employee engagement. For example, the Office of Personnel Management in the United States federal government is tracking predictors of employee engagement annually by administering surveys to improve agency performance and recruit and retain talented employees (Hameduddin and Fernandez, 2019 cited in Bashir et al., 2021, p.1).

Sacrificing, loyalty, voluntary retention in the organization, and voluntary participation in activities are evident in the military context. These attitudes and behaviours are vibrant that the military could not accomplish the mission without them. Military consists of various assemblies of organizations, roles and people. For instance, Sri Lanka's military consists of three professions: Army, Navy and Air force.

In any Island nation, the Navy is playing a vital role in her security. Sri Lanka is consisting of a 1400 km long coastal line and a territorial water column around it extending 12 nautical miles. Apart from that exclusive economic zone; which is eight times the land mass and the search and rescue responsibility zone of 26 times the land mass. Sri Lanka Navy has to shoulder the task of securing such a vital and large sea area and performing the search and rescue role. For the above obligation, Sri Lanka Navy consists of a considerable fleet of ships and more importantly nearly 40,000 well- trained workforces.

The aim of the study

Prasanga and Gamage (2012), have done an empirical investigation on the relationship between job satisfaction and job performance among the sailors in Rapid Action Boat Squadron in Sri Lanka Navy. The study conducted by Iddagoda et al. (2022) consists of a sample of Sri Lankan military personnel, to unearth the religious views of military personnel. Iddagoda et al. (2022) state that there is a mediating relationship between employee engagement on the relationship between religiosity and employee job performance. These studies indicate that there is a research gap in the level of employee engagement in the Si Lanka Navy. This is an imperial gap as well as a population gap. The aim of this study is identifying the level of employee engagement in the Sri Lankan Navy.

Theoretical basis and research methods

This study uses a descriptive survey that aimed to describe the population being studied. Using 12 statements covering employee engagement, a questionnaire was used to examine the level of employee engagement of navy officials. The sample size is 108. The sampling rule given by Roscoe in 1975, which is cited in Sekaran in 2003, indicates that this sample is a suitable sample. The unit of analysis is individual, i.e. officers in Sri Lanka Navy. The construct reliability is ensured through Cronbach alpha and composite reliability. Next, convergent validity is ensured through Average Variance Extracted. Finally, to obtain the level of engagement frequency analysis and descriptive analysis were conducted using SPSS software. The selected questionnaire was developed by Iddagoda et al in 2016.

Meaning of Engagement

Pocket Oxford English Dictionary (2013) presents several meanings for the term engagement, such as a formal agreement to get married; or the state of being involved in something (Waite, 2013). The Concise Oxford Dictionary (1993) provides meanings such as a moral commitment; an encounter between two hostile forces (Allen, 1993). The term engagement has several meanings. However, mostly it means something relevant to a dedication between two parties. Birmingham University English Language Dictionary (1987) defines 'engagement' as an arrangement that you have made to do something at a particular time (Sinclair, 1987).

Another meaning for engagement provided in the Concise Oxford Dictionary (1993) is an encounter between two hostile forces (Allen, 1993). The researchers do not agree with this. Here the researchers' view is that no one can say that the employee and the employer, supervisor, or leader are unfriendly with each other or work as two hostile forces. Even if there is a positive relationship between the leader and the employee because of other factors, the employee can become disengaged. Seijts et al. (2006)) states that leadership is a dynamic of employee engagement. Bedarkar and Pandita (2014) identified work life balance as a driver of employee engagement. Workplace wellbeing is a driver of employee engagement identified by Anitha in 2014. Iddagoda and Opatha (2020) identified religiosity and personal character as a driver of employee engagement.

It is evident that different authors used different labels of engagement. Certain scholars use the label called work engagement (Aldrin and Merdiaty, 2017; Bakker and Demerouti, 2008; Oliveira et al., 2022; Petchsawang and McLean, 2017). Wright and Silva (2022); Walden et al. (2017) used the label named job engagement. In the study of Eldor and Vigoda- Gadot (2016) the labels of engagement are used interchangeably. Iddagoda et al., (2016) state that the label called employee engagement is more suitable because the word called employee is about the living being. This is further confirmed by Keppetipola and Iddagoda (2021) and Kang and Sung (2019) with their proclamations. The view of Kang and Sung (2019) is that employees are highly important stakeholders for organizational success and effectiveness. Deprived of human resource other resources such as financial resource is not beneficial is the view of Keppetipola and Iddagoda in 2021.

Employee engagement emerged as a construct, in 1990 and Kahn is the first researcher who produced an article on employee engagement (Andrew & Sofian, 2012; Keppetipola & Iddagoda, 2021). Kahn (1990) defines employee engagement as harnessing organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Iddagoda et al., (2016) defined employee engagement as the extent to which an employee gets involved in the job and the organization cognitively, emotionally and behaviourally (p.93). This is the working definition of this study.

Employee engagement in the military context

AON (2012) defines engagement in terms of three dimensions, i.e. "Say," "Stay," and "Strive." The characteristic "say" refers to an employee who favours the company when interacting with society. providing positive word-of-mouth endorsement of the military is one characteristic identified by Woodruff in 2022. Retention is synonymous with staying. Employee engagement has a high retention rate (AON, 2012, 2018; Kang & Sung, 2019). Another quality is "Strive." According to AON (2012), striving implies that the employee goes above and beyond the call of duty to accomplish the organization's objectives. Military forces, particularly frontline soldiers, are geared to cope with unforeseen combat circumstances. According to the researchers, the heroes who earned the Parama Weera Vibhushanaya(PWV) (Supreme Heroism Decoration) possess the most significant degree of effort. The Parama Weera Vibhushanaya (Supreme Heroism Medal) is Sri Lanka's highest military award, comparable to the 'British Victoria Cross' (which was the highest decoration in the Ceylon Army until 1972) or the United States "Medal of Honour' (Sri Lanka Army, 2022).

This medal is presented for extraordinary acts of gallantry and conspicuous bravery displayed in the face of the enemy while on active duty, without regard for his own life or security, to safeguard the lives of his comrades or facilitate the operational objective of his force, and are recommended by the Commander of a unit (Sri Lanka Army, 2022).

In Sri Lanka, 29 heroes from the Army, Navy, and Air Force have been awarded with this Parama Weera Vibushanaya (Heights Heroism Decoration Medal). The following is an example taken from the Sri Lanka army (Sri Lanka Army, 2022).

Lieutenant SU Aladeniya - Officer Commanding, Kokavii Army camp

On 11 July 1990, terrorists attacked the camp. No reinforcements could be delivered during this assault, and the soldiers were running low on ammunition. The camp was not required to leave water since it was brought in from beyond the boundary. He was ordered to leave the camp and retreat, but he refused due to the fact that the majority of his soldiers were wounded and immobile. He directed the capable men to leave, leaving him alone with the injured, who were aware of the risk to their lives. He battled bravely until the camp was destroyed by terrorists. He has proclaimed MIA. He was presented with the 'Parama Weera Vibhushanaya' (Ministry of Defence, 2020).

According to Iddagoda et al. (2016), employee engagement is a product of both attitude and behavior. According to Robbins and Judge (2013), the cognitive component of an attitude is the opinion or belief section. Employees who are engaged see work or a job as a primary life interest (Iddagoda et al., 2016). According to Dunham (1984), the following comments may be stated by someone who has a strong core life interest component. The most significant events in my life have occurred as a result of my involvement in my work/job; the primary source of pleasure in my life comes from my work/job; I live, eat, and breathe my work/job. These valiant military heroes who received the Parama Weera Vibushanaya (Heroism Decoration Medal) had the greatest degree of commitment to defending the country and defending their colleagues (team mates), even at the risk of their own lives (Sri Lanka Army, 2022). And they demonstrated their attitude by engaging in courageous acts or behaviors, such as putting in additional effort to accomplish corporate objectives.

Lieutenant commander Jude Wijetunga - Officer In Command of Fast Attack craft P458, Sri Lanka Navy

Jude Lakmal Wijethunge, was a Lieutenant Commander in the Sri Lanka Navy. As a Lieutenant, he commanded the Dvora-class fast attack boat P458 of the 4th Fast Attack Flotilla. He was posthumously awarded the Parama Weera Vibhushanaya, Sri Lanka's highest military award for gallantry, for his actions on 30 March 1996 in defending a Navy transport from a Sea Tiger attack. As part of an escort to the transport vessel, Wijethunge fought off repeated attacks until his craft had suffered severe damage including to its engines, and all his crew was incapacitated. Noticing a Sea Tiger suicide boat, Wijethunge maneuvered the P458 to intercept it causing the suicide boat to ram into his vessel. The resulting explosion destroyed both vessels, thereby saving the transport vessel which was the target of the suicide boat. Two members of his crew were later rescued from the waters. He was posthumously promoted to the rank of Lieutenant Commander in addition to receiving the Parama Weera Vibhushanaya and is the first naval officer to receive the award. Lieutenant commander Wijethunge is one of only two navy recipients of the Parama Weera Vibhushanaya, the other being Chief Petty Officer K.G. Shantha.

Chief Petty Officer K.G. Shantha, Navy Special Boats Squadron (SBS)

Chief Petty Officer K.G. shantha was a senior non-commissioned officer in the Sri Lanka Navy. He was killed in a sea battle against the Sea Tigers, the naval wing of the Liberation Tigers of Tamil Eelam, in the seas of northern Sri-Lanka. He posthumously received the Parama Weera Vibhushanaya, the country's highest award for gallantry, and is the second recipient of the medal from the navy.

At around 5.45 a.m. on November 1, 2008, a fight occurred between the navy and a group of Sea Tiger boats off the coast between Point Pedro and Nagar Kovil, near Sri Lanka's northern point. Shantha was a Petty Officer in the navy's elite Special Boat Squadron at the time (SBS). He was in command of the Arrow-class patrol boat Z-142, which was part of the navy group participating in the action and was armed with a 23 mm autocannon and two machine guns. Shantha and his crew engaged the Sea Tiger boats, taking advantage of the Z-142's excellent mobility. However, all three gunners were finally knocked down, leaving Shantha unable to shoot the enemy boats who were now nearing the navy's bigger vessels. A Sea Tiger suicide boat was approaching the P-164, a Colombo-Class rapid attack craft from the 4th Fast Attack Flotilla carrying ten personnel. Shantha saw this and guided the Z-142 into the path of the suicide boat, ramming it. He was killed in the explosion that annihilated the suicide boat and the Z-142, but the P-164 and her crew were saved.

For his acts on November 1, 2008, he was nominated for the Parama Weera Vibhushanaya, the country's highest military medal for valour. Shantha and 14 other people were awarded the medal on May 16, 2012, according to The Sri Lanka Government Gazette.

According to Svensson et al. (2021), engaged workers are creative. According to Grissom (2006), the subject of military innovation is divided into four main schools of thought, each of which focuses on a different aspect of civil-military interactions, inter-service politics, intra-service politics, or organizational culture. Throughout its history, Sri Lanka Air Force (SLAF) has shown unmatched flexibility in using scarce resources and its application to achieve maximum impact under various conditions (Air Force, 2018). According to Grissom (2006), the inter-service model of military innovation is centered on the connection between a state's armed services. Grissom (2006) states that the inter-service model's central argument is that resource scarcity is a critical driver for innovation. Creativity and innovation are crucial drivers of new information and ideas, particularly when we transition to a world with a new normal. Sharma and Nambudiri (2020); Arefin et al., (2017) discovered that engaged workers are inventive and creative, particularly when solving issues.

Teamwork is critical for project completion and the achievement of corporate goals and objectives. Ologbo and Sofian (2013); Bevan et al. (1997) discovered that an engaged employee has the ability to operate in a team. Teams are critical in the military. Military people must either cooperate or leave, which is the military approach. Regardless of their socioeconomic origins, faiths, nations, or personalities, military personnel understand the need for mutual respect while working together to accomplish the corporate goal. Goodwin et al. (2018) hold a similar position. According to Goodwin et al. (2018), teams are the fundamental building blocks of the military, which forms bigger units via a hierarchical structure based on and around teams. According to Goodwin et al. (2018) team effectiveness has been a significant focus of military research for decades in order to guarantee that military teams have the human skills necessary to effectively fulfil their tasks and handle future problems. This further confirms by the findings of Fors-Brandebo et al. (2022). According to Fors-Brandebo et al. (2022) a central part of work in the military is executed by individuals working together in groups, whether it is solving tasks in smaller group units (i.e. squad) or larger cooperative units (i.e. platoon) (P.1).

Passion for one's job may revive and reconnect an individual with what is essential in life. Employees engaged are passionate about their job and have a solid connection to their companies (Men, 2015; Menguc et al., 2013). Environment conservation programs in Sri Lanka's tri-forces (Iddagoda & Opatha, 2020) and their inclusion as a cornerstone in current national efforts such as the national Covid-19 prevention campaign are instances of enthusiastic workers.

Results

According to the frequency analysis, EE 8 is agreed upon by 99% of navy officials. This indicates navy officials are not absenteeism. Next, EE 7 and EE 9 are agreed upon by 95% of navy officials because they always arrive at work when they expected to arrive and exert a high level of effort to perform the duties of their jobs. On the other hand, comparatively low employee engagement in EE 11 which agreed by only 48% and disagreed by 12%. This means 12% have the intention to resign from their job. Most navy officials disagreed with EE3 which is 21%. This means most of the officials do not believe they live, eat and breathe with their work/job. Table 1 illustrates results of frequency analysis.

Tab. 1. Results of Frequency Analysis

Source: Constructed based on SPSS output

Tab. 2. Reliability and Validity Analysis

Source: Constructed based on SPSS output

Descriptive statistics for Employee Engagement reveal an overall mean score of 4.140 (SD = 0.425). This shows a positive perception of employee engagement amongst the navy officials. EE8 had the highest mean value, indicating the highest frequency level which is explained above.

Tab. 3. Descriptive Analysis

Source: Constructed based on SPSS output

Discussion

Keppetipola and Iddagoda (2021) identified that there are five levels of employee engagement. They are, actively/highly engaged, engaged, moderately engaged, dis-engaged and actively disengaged. According to Keppetipola and Iddagoda (2021), engaged employees are “Those who belong to this category perform an “acceptable day's work for an acceptable day's pay” with the intention of staying with the organization. He/she also has the same cognitive and emotional involvement similar to those of the highly engaged employees, but less than the highly engaged employee, and more than the moderately engaged. Therefore, this category does not have any intention to leave the organization soon” (p.118). In this study the level of employee engagement in the Sri Lanka Navy belongs to level four (04), which is 'Engaged'.

According to the frequency analysis, navy officials do not have absenteeism. Their attendance is 99%. One reason can be the strict rules of the military context. Armstrong (2009) states that work itself enhances both job satisfaction and employee engagement. It is evident 12% have the intention to resign from their job. The researchers of the study found that 21% of officers do not believe that they live, eat and breathe with their work/job. Armstrong (2009) further state that challenging work is a factor of work itself. In other words, employees like to take on challenges when performing their job. It is evident that tri-forces i.e. Army, Navy and Air Force have to play three main conventional roles. They are national security, diplomatic relations and Humanitarian Assistance and Disaster Relief (HADR). Sri Lanka faced a war for three decades and it ended in the year 2009. When there is a war situation the work challenge is extremely high than in peacetime. The researchers of the study can say, maybe that is the reason. called, “I believe that I live, eat and breathe with their work/job” and “I have no intention to resign from their job”.

sailor behavioural involvement work

Conclusions

A quantitative study was done to achieve the research objective of the study, i.e. to identify the level of employee engagement in the Sri Lanka Navy is the research gap of this study. Absenteeism is low in the Sri Lanka Navy among the officers. In other words, their attendance level is 99%. This is the statement that got the highest rate among the 12 statements of the instrument. Two statements received comparatively low scores. The researchers found that 12% of Navy officers intend to resign from their job. The percentage of the officers that do not believe that they live, eat and breathe with their work/job is 21%. The situation is extremely challenging when there is a war. This is not the same during peacetime. People have a tendency of enjoying challenging work is a factor of work itself. Maybe this is the reason. The comprehensive findings of this study include the level of employee engagement of navy officials at a satisfactory level. This indicates that Sri Lanka Navy Officials' cognitive involvement, emotional involvement and behavioural involvement in their work or job are extraordinary.

Appendix 1

Source: Iddagoda et al. (2016)

Appendix 2

Questionnaire/instrument of employee engagement

1. I think the most important thing that happened to me is involvement in my work/job.

2. I believe the major satisfaction in my life comes from my work/job.

3. I believe I live, eat and breathe with my work/job.

4. When my boss assigns a job/task I feel, I am really going to “get into” this job/task.

5. I feel proud of the work I do.

6. I am proud to introduce myself with my job title.

7. I always arrive at work when I am expected to arrive.

8. Generally I am not a person of absenteeism.

9. I exert high level of effort to perform duties of my job.

10.1 speak positively about the organization when interacting with others.

11.1 have no intention to resign from my job.

12.1 strive towards achieving duties in an expected way by my organization.

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