The Level of Employee Engagement of a Law Firm in Bonifacio Global City (BGC): An Evaluation

Abstract

This study aspired to discern the level of employee engagement of a law firm in Bonifacio Global City in terms of achievement, recognition, responsibility, work itself/meaningfulness of work, advancement and personal growth, working conditions, and relationship/working relations. The researcher utilized the descriptive research method and used a survey questionnaire as the main instrument for gathering data. The questionnaire was distributed through the use of simple random sampling technique and was answered by 164 respondents from a law firm in BGC. The statistical tools used were Frequency Distribution, Percentage, Weighted Mean, Two-tailed t-Test, Ranking, and Analysis of Variance (ANOVA). The data were statistically treated through the use of SPSS. The evaluation of the respondents when grouped according to age, civil status, number of years employed in the company, employment status in terms of achievement, recognition, responsibility, work itself/meaningfulness of work, advancement and personal growth, working conditions, and relationship/working relations differ significantly. When grouped according to sex and position in the company, the respondents’ assessment on the level of employee engagement specifically on achievement, recognition, responsibility, work itself/meaningfulness of work, advancement and personal growth, working conditions, and relationship/working relations are not significant. While when the respondents are grouped, according to highest educational attainment, the level of employee engagement is significant on all variables except on relationship/working relations. The researcher recommended the following: (a) Improve the tool they are using to measure and evaluate the performance of their employees; (b) Institutionalize a concrete recognition and reward system; (c) Aligned employees work with the company or organization’s goals; (d) Develop a proper workload management; (e) Update their training and educational programs for their employees; (f) Exercise transparency as part of the company’s culture to build trust and stronger relationships between employees, management, and the company itself; and (g) Make employee engagement initiatives, a collaborative effort between the management and the rank and file employees.