Work Engagement and Its Effect on Production Workers’ Productivity: Basis for a Strategic Intervention Plan

Alieanna Balmes; Ivan Ray Cantillon; Jonavel Cardenas; Ma. Sherrie Jenessa Josol; Ana Chiara Stella Pantaleon; Justin Carl Vallo; Dennize Dean Velasio; Aaliyah Francesca Vitan; Angeleca Villena; Ryan dela Peña

doi:10.5281/zenodo.19859112

Authors

Alieanna Balmes Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Ivan Ray Cantillon Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Jonavel Cardenas Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Ma. Sherrie Jenessa Josol Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Ana Chiara Stella Pantaleon Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Justin Carl Vallo Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Dennize Dean Velasio Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Aaliyah Francesca Vitan Human Resource Management, Student, Pamantasan ng Lungsod ng Valenzuela, Philippines
Angeleca Villena College of Accountancy and Business Administration, Faculty, Pamantasan ng Lungsod ng Valenzuela, Philippines
Ryan dela Peña College of Accountancy and Business Administration, Pamantasan ng Lungsod ng Valenzuela

DOI:

https://doi.org/10.5281/zenodo.19859112

Keywords:

Work Engagement, Employee Productivity, Emotional Engagement, Physical Engagement, Organizational Performance

Abstract

Employees are considered a company’s most valuable asset; thus, fostering work engagement is essential for enhancing morale and organizational performance. This study examines the impact of work engagement on the productivity of production workers, guided by Kahn’s Employee Engagement Theory. A quantitative research design was employed, utilizing survey data collected from 140 production workers. Productivity was measured based on output (packs, bags, and kilos) and working hours. Findings reveal that work engagement has a positive but weak relationship with workers’ productivity, contrasting with prior studies that reported strong positive effects. Among the three dimensions of engagement, physical engagement emerged as the most dominant, while emotional engagement was the least evident. This suggests that although workers are actively performing their tasks, their emotional connection to their work remains limited. The imbalance among engagement dimensions may explain the weak correlation observed. The results indicate that improving emotional engagement is crucial to strengthening overall productivity. The study recommends that management implement targeted strategies such as motivation programs, leadership support, and employee-centered initiatives to foster a more balanced and engaged workforce.

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