The Effect of Managerial Competencies on Employee Engagement in Multinational IT Industries
In the work environment and the competitive world demands that the managers should use their competencies to perform a variety of behavior and tasks that result in products and services catered to different stakeholders. For any successful organization, team of talented dynamic executioners, passionate leaders in right roles will make sure effective execution of strategies and correction if needed as per the situation. The quality of the inputs in the form of behavior and tasks has an influence on the people who receive them which results positive and negative outcomes of an organization. Effective organizations anticipate the leadership and talent requirement to succeed in the future. This means that the success of an organization is primarily indebted to the competencies of their managers. The core idea of this research is to carry out an empirical investigation on the different factors of managerial competencies, their role and effectiveness on employee engagement. KeywordsManagerial competencies, employee engagement, IT sector The Effect of Managerial Competencies on Employee Engagement in Multinational IT Industries 29 organizational performance. Prior research has proved that the leader's role is crucial in setting the goals of an organization and ensuring its long term and sustainable execution. Although there are many possible ways in which leaders can drive innovation and change so as to have a sustainable growth in their organizations, the best Indian leaders used an unusually consistent and logical pattern is reflected in the driving change competency. The leader should act as facilitator of change in any organization by engaging his energy and empowering all the employees to work together toward the same end. In the study managerial competencies were considered as independent variable. The variables included in the managerial competencies are Managing Developing, Problem Solving and participative management, Initiative/ Innovation. Results Oriented, Communication and building trust Change Management, Coaching, Continual Learning, Continual Improvement, developing others, Decision Making, Emotional Intelligence, Empowering others, Establishing focus/setting direction, Results orientation. These variables were considered from the competency dictionary and included to construct the validation and reliability test. B. Employee engagementDescriptive information on the Job Engagement Survey was included. The Job Engagement survey or JES (Rich, 2006) was developed by Bruce Rich as part of his dissertation at the University of Florida. Rich's tool was based on William Kahn's (Kahn, 1990) three dimensional model of engagement including cognitive, physical, and emotional components. Physically engagement Physically engaged employees means the channeling of one's physical energies toward the completion of a certain task (Rich, 2006) Cognitively engagement Cognitively engaged employees individuals are thoroughly absorbed by their work (Rothbard, 2001) Indeed, Rothbard explained that engaged individuals are able to ignore competing distracters and intensely focus on the task at hand. Cognitive disengagement, on the other hand, means a "lack of attention toward one's work tasks" (Rich, 2006, p. 13) Emotional engagement Emotionally engaged employees means a strong connection between one's emotions, thoughts, and feelings and the job (Kahn, 1990) leading to feelings of enthusiasm and pride (Rich, 2006) The opposite of emotional engagement is "emotional absence" (Kahn, 1990, p. 701) characterized by an emotional detachment from others. C. IT sectorThe Indian BPO/ITES sector has been the focus of some research studies in the West recently (for a detailed analysis of this sector, see [75] McMillan (2006) [23] Budhwar et al. 2006; [76] Mehta et al. 2006; [104] Singh and Pandey, 2005; [116] Venkatraman, 2004) India's competitive advantage as compared to other countries has made it a target destination of multinationals for their back end operations. To begin with, the abundant skilled manpower gives the country an edge. While compensation costs in India have increased because of recent high economic growth, "these cost escalations have been matched by corresponding increases in skill supply and quality indicators" the global consultancy said. Although India ranks high overall, mainly because of its skilled and technically superior pool of manpower, it suffers on the other two parameters financial attractiveness and business environment rankings. In terms of people skills India ranks second, behind the US (tier II cities) but ahead of China and Germany. Dr. Seema Unnikrishnan 30 IV. OBJECTIVE To identify the factors of managerial competency on the levels of employee's engagement in MNC IT industry V. HYPOTHESIS H01: Predictive managerial competencies model enhances Employee Engagement.