International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 13
Available Online: 1 October 2024
Author/s:
Wang, Jingjing
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
In order to match the rapid expansion of the scale of running schools, local universities have absorbed a large number of young teachers to enrich the teaching staff, and have gradually formed a teaching staff structure dominated by young teachers. The purpose of this study was to determine the innovation ability, work environment and job performance of young teachers in universities, and on this basis to build a framework to improve the employee engagement of young teachers in Chinese universities. A descriptive approach was used in this study to systematically define the conditions, and assess the variables that were examined. The research respondents are 384 teachers from eight universities. A survey questionnaire was used for data collection which was subsequently analyzed using the SPSS software. Based on the finding of the study the teachers possess good innovative ability in the area of subject expertise, classroom management and subject expertise. The respondents agreed that the work environment was affected by material environment, leadership and organizational culture. The respondents manifest satisfactory job performance in terms of task, situational and adaptive performance. There were high significant relationships that exist between innovative ability, work environment and job performance. An Improved Employee Engagement Framework for young teachers was proposed to make them more involved and satisfied.
Keywords: innovative ability, work environment, job performance, employee engagement, organizational culture
DOI: https://doi.org/10.5861/ijrsm.2024.1286
Cite this article:
Wang, J. (2024). Innovative ability, work environment and job performance of young teachers in colleges and universities: Basis for improved employee engagement framework. International Journal of Research Studies in Management, 12(13), 165-176. https://doi.org/10.5861/ijrsm.2024.1286