The Relationship Between Antecedent Variables and Collective Organizational Engagement in U.S. Manufacturers

Manufacturing leaders face challenges that influence organizational outcomes such as, collective organizational engagement. Because of the complexities in the U.S. manufacturing industry, manufacturing leaders must identify resources and strategies that influence collective organizational engagement levels. Grounded in employee engagement theory and resource management theory, the purpose of this quantitative correlational study was to examine the relationship between motivating work design, human resource management practices, strategic implementation, and collective organizational engagement. The sample included 123 participants from large manufacturing organizations within the U.S. Mid-Atlantic region who held non-executive titles. The results of the multiple linear regression were significant, F(3, 122) = 28.603, p \u3c 0.05, R^2 = 0.419. In the final model, human resource management practice (p \u3c 0.05; B = .255) and strategic implementation (p \u3c 0.05; B = .298), provided a significant contribution to the model; motivating work design did not demonstrate statistical significance. A key recommendation for business leaders is to leverage human resource management practices such as job rewards, job security, and job performance feedback to enhance or improve collective organizational engagement levels. Implications for positive social change include the potential to promote individual self-worth and positive well-being