African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4164

Full Length Research Paper

Evaluating the difference in employee engagement before and after business and cultural transformation interventions

Havenga Werner1*, Stanz Karel2 , Visagie Jan3 and Karin Wait4
1Department of Industrial Psychology and People Management, University of Johannesburg, South Africa. 2Department of Human Resource Management, University of Pretoria, South Africa. 3School for Human Resource Sciences, North-West University, Hoffman Stree Potchefstroom 2531, South Africa. 4Department of Industrial Psychology and People Management. University of Johannesburg South Africa.  
Email: [email protected]

  •  Accepted: 16 May 2011
  •  Published: 30 September 2011


Levels of engagement within an organization can have substantial and measurable impacts upon the outputs of an organization. The objective of this exploratory study was to establish, the difference between employee engagement before and after a business and culture transformation intervention in the workplace. The participants of an IT firm represented all employee levels in the organization. A pre-intervention and post-intervention sample consisted of 427 and 253 individuals respectively. The Gallup q12 method was used to determine if differences exist in employee engagement before and after a two-year pre- and post merger intervention. The main findings of the research indicated that there was a limited impact on employee engagement before and after the business and culture transformation interventions, and are discussed accordingly


Key words: Employee engagement, culture transformation interventions, employee engagement surveys.