Thesis Abstract

Abstract
The retail industry is a dynamic and competitive sector where organizational success relies heavily on employee engagement and performance. This thesis investigates the impact of employee engagement on organizational performance in the retail industry. The study aims to explore how employee engagement practices influence key performance indicators within retail organizations and to provide insights into strategies that can enhance employee engagement to drive organizational success. Chapter 1 provides an introduction to the research topic, presenting the background of the study, problem statement, objectives, limitations, scope, significance, structure of the thesis, and definitions of key terms. Chapter 2 presents a comprehensive literature review that examines existing theories and empirical studies related to employee engagement and organizational performance in the retail industry. The literature review encompasses ten key areas, including definitions of employee engagement, factors influencing employee engagement, and the relationship between employee engagement and organizational performance. Chapter 3 outlines the research methodology employed in this study, detailing the research design, data collection methods, sampling techniques, data analysis procedures, and ethical considerations. The chapter provides insights into how the research was conducted to ensure the validity and reliability of the findings. It includes eight sub-sections that cover various aspects of the research methodology. Chapter 4 presents a detailed discussion of the research findings, analyzing the impact of employee engagement on organizational performance based on the data collected and analyzed. The chapter explores the relationships between employee engagement practices and key performance indicators, such as employee satisfaction, productivity, customer service, and profitability. It also discusses the implications of the findings for retail organizations and offers recommendations for enhancing employee engagement to improve organizational performance. Chapter 5 concludes the thesis by summarizing the key findings, implications, and recommendations derived from the study. The chapter highlights the significance of employee engagement in driving organizational performance in the retail industry and suggests areas for future research to further explore this critical relationship. Overall, this thesis contributes to the existing body of knowledge on employee engagement and organizational performance, providing valuable insights for retail managers and practitioners seeking to optimize their workforce engagement strategies to achieve sustainable competitive advantage.

Thesis Overview