Title: The impact of positive organisational behaviour on employee engagement and performance

Authors: Sunil Ramlall; Matthew Hurtienne; Laura Hurtienne; Anish Ramlall; Jessica Knierim

Addresses: College of Professional Studies, University of New Hampshire, Manchester, NH, USA ' School of Business, Concordia University Wisconsin, Mequon, WI, USA ' Concordia University Wisconsin, Mequon, WI, USA ' St. Cloud State University, St. Cloud, MN, USA ' Concordia University Wisconsin, Mequon, WI, USA

Abstract: Studies over the decades have shown varying relationships between employee engagement, organisational commitment, and performance (Prathiba, 2016; Tugade and Arcinas, 2023). While there are many studies on organisational commitment, intent to leave an organisation, employee performance, and business unit performance, there is no recent quantitative study specifically on the relationships between employee engagement, motivation, performance, and positive organisational behaviour. The results established strong relationships among organisational culture, performance, employee engagement, and employee satisfaction, which showed significant relationships. There were especially strong correlations between satisfaction and life purpose and building friendships at work with achieving life's purpose. This study has established the value of having strong relationships at work to build organisational cultures that foster ways to develop more effective teams, create a higher level of engaged workforce, and improve performance. The results show that even though employees are engaged, they are still maintaining options for exploring different professional opportunities, emphasising the necessity for organisations to focus on retaining key talent. POB can improve workplace dynamics by creating a healthier and more productive environment. This approach can boost employee morale, enhance job satisfaction, and strengthen team effectiveness.

Keywords: positive organisational behaviour; employee effectiveness; organisational performance; employee engagement; employee morale; human resource management; human resources.

DOI: 10.1504/IJHRDM.2025.147118

International Journal of Human Resources Development and Management, 2025 Vol.24 No.1/2, pp.109 - 131

Received: 16 Oct 2024
Accepted: 20 Mar 2025
Published online: 10 Jul 2025 *

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