Pages: (16-30 )
Abstract
The education system is germane to the overall development of any nation. Some organizations have year after year made an intensive stride to tackle engagement issues to remain successful which varies within organizations. Although job engagement has turned into an intriguing issue lately among educational leaders and researchers, however it has not been frequently studied in tertiary educational settting. The study adopted a descriptive research design. The research instrument was validated and relaiblity was done using Cronbach alpha analysis. The population consist of one thousand five hundred and twenty three (1523) non-teaching staff. A sample size of three hundred and seventeen (317) was generated using Yamane formulae. Result indicated that Occupational hardness has a significant positive predictions on employees’ job engagement (beta= .587; t = 10.693; P<0.05). This shows that 1% increase on occupational hardiness will bring about a corresponding increase on employee job engagement by 58.7%. Likewise, transformational leadership (TL) has a significant positive predictions on employees’ job engagement (beta= .253; t= 4.605; P>0.05). Based on the findings, it could be concluded that transformational leadership and occupational hardness have significant relationship with employees’ job engagementThe study proposes that managers motivate their staff periodically in order to improve their performance and help them reach organizational goals.
Keywords: Leadership Style, Hardiness, Occupational Hardiness, Job Engagement,