Abstract Purpose: Employee involvement has attracted substantial attention in recent years from researchers, consulting firms, and the corporate sector. This study analyzes the effect of employee engagement on organizational performance in the Commercial Bank of Ethiopia (CBE), Debre Markos Town district. Design/methodology/approach: A quantitative research technique was employed, integrating both descriptive and explanatory research methods to analyze the current conditions and the causal linkages among the variables. A stratified selection method was employed to pick 273 respondents from a total population of 860 permanent employees, ensuring proportional representation. Primary data were gathered through structured questionnaires, while secondary data were retrieved from pertinent organizational records. Quantitative data were examined using SPSS-27, including descriptive statistics, correlation analysis, and multiple regressions. Using Cronbach's alpha, we established that all constructions were reliable and valid, with coefficients above the acceptable level of 0.7. Findings: The results showed that important parts of employee involvement, like training, development, and mentoring, good leadership, and communication, had a big beneficial effect on how well the firm did. However, empowerment and reward and recognition exhibited negative and statistically insignificant correlations with performance. These results show how important it is to focus on certain aspects of engagement in order to improve organizational results. Originality/value: This study gives fresh empirical insights on employee engagement within the context of CBE, delivering useful implications for management on increasing engagement methods. The findings contribute to a greater knowledge of how targeted engagement initiatives might improve organizational performance in the Ethiopian banking sector.
Badeg et al. (Fri,) studied this question.