Abstract:
Determinants of work engagement reflected different levels of outcome for work
engagement. Following this problem, the researcher argues that the
appropriateness of perceived supervisor support, perceived organizational
support, communication, and work-family conflicts explain executive-level
employee work engagement. Further, the Researcher has applied the social
exchange theory to explain the impact of four selected factors on work
engagement. The sample of the study was 152 executive-level employees in
large-scale Apparel manufacturing companies within the Western province of Sri
Lanka, and the analytical tool was regression analysis. The results revealed that
except for work-family conflicts, the other three variables (perceived supervisor
support, perceived organizational support, and communication) have a
significant impact on work engagement. Therefore, the study suggests that the
management of Apparel manufacturing companies must rethink their
engagement strategies and required to build strategies relating to good
supervisory support, good organizational support, and good communication.
Also, the researcher suggests that future researchers can consider more factors,
other industries, and larger samples when conducting future studies.
