The role of employee engagement in escalating overall organizational performance - A study on Sajeeb Group

Abstract

This report titled “The Role of Employee Engagement in Escalating Overall Organizational Performance – A Study on Sajeeb Group” has been prepared as a partial requirement for the completion of the Bachelor of Business Administration (BBA), majoring in Human Resource Management at United International University. The academic internship was conducted at the Head Office Human Resources Department of Sajeeb Group from 13 August 2025 to 25 November 2025. Following the internship, the intern was appointed as an HR Executive from 26 November 2025, which further strengthened practical and strategic exposure to HR operations.

Sajeeb Group is one of the prominent conglomerates in Bangladesh, particularly strong in the Fast-Moving Consumer Goods (FMCG) industry, with more than 2,600 employees across corporate offices, factories, and field operations. In such a labor-intensive and performance-driven environment, employee engagement plays a vital role in ensuring productivity, operational efficiency, and employee retention.

The main objective of this report is to analyze how employee engagement contributes to overall organizational performance at Sajeeb Group. The study combines academic HR theories with practical workplace observations gained during the internship. Direct involvement in recruitment and selection, onboarding, HR documentation, payroll support, and ERP-based HRIS operations provided comprehensive understanding of how HR functions influence business outcomes.

To support the analysis, a structured survey was conducted among 40 employees, including 20 corporate staff, 10 sales and field force employees, and 10 factory workers. The research followed a descriptive quantitative design using a five-point Likert scale (1 = Strongly Disagree to 5 = Strongly Agree). The questionnaire focused on two areas: core employee engagement variables and the perceived relationship between engagement and performance.

Findings indicate that overall engagement at Sajeeb Group is moderate but has scope for improvement. Supervisor communication and HR supportiveness received relatively higher mean scores, reflecting positive managerial interaction. However, career growth clarity and workload manageability showed comparatively lower scores, indicating uncertainty regarding promotion pathways and performance pressure in certain departments. Recognition practices were perceived as moderately effective but not fully structured.

Employees strongly acknowledged that engagement directly impacts performance. Responses confirmed that motivation increases productivity, recognition enhances performance, delayed payroll reduces efficiency, and clear career growth opportunities improve retention. These results validate the strategic importance of engagement in driving organizational success within the FMCG sector.

Based on the findings, the report recommends implementing formal engagement surveys, introducing structured reward and recognition systems, clarifying career progression policies, increasing HR manpower, and ensuring full HRIS automation. In conclusion, the study demonstrates that employee engagement is a strategic driver of organizational performance. Strengthening engagement initiatives at Sajeeb Group will enhance productivity, retention, and long-term sustainability in a competitive business environment.