This study aims to investigate the impact of organizational learning capability (OLC) and job design (JD) on employee engagement (EE) for the workforce employed in telecom sector in India. It explores the dynamics of supportive learning mechanism of organizations, and job profiles for developing engaged employees within organizations. The study was conducted in selected telecommunication companies of India.
The study exploits the theoretical framework of Social Exchange Theory (SET) to ascertain the association between the variables under study. The information for the study was gathered from 550 participants from selected private Indian telecom companies through structured questionnaires. The structural equation modeling method was applied for data analysis.
The results of the study indicate a favorable positive relationship among OLC, JD and EE in the selected telecom companies. The sub dimensions of the variables, namely, evaluation, system and structure, communication of information, task significance, autonomy and feedback about results, acted as significant factor in improving EE levels.
The research emphasized the advancement of organizational culture through continuous learning and the implementation of well-organized and advanced job frameworks to EE and advancing strategies for promoting it. It provides valuable insights for industry leaders, HR practitioners and strategists seeking to establish an engaging work environment that supports growth in the sector in the face of evolving demands in the gig economy and higher employee turnover rates.
