Impact of Employee Experience on Organizational Commitment and Organizational Effectiveness

Abstract

Companies are currently dealing with enormous changes in the future of work. Employee behaviors are changing, new emergent technologies are disrupting work processes, and there is a higher demand for speed, agility, and creativity in response to consumer expectations. Organizations have begun exploring employee experience as a strategic imperative in this changing environment. Consequently, the significance of human- centered design techniques in organizational change and human resources has evolved, forming the employee experience conceptual framework to meet new work issues. However, as an emerging field of knowledge, practitioners still lack a comprehensive understanding of employee experience design, why it's vital, and how it's created and managed. As a result, this thesis focuses on these essential questions to explore employee experience. This thesis aims to understand and explore the term employee experience. And to examine the impact of employee experience on organizational commitment and organizational effectiveness with mediating effect of employee engagement. The person-environment fit theory is used as a theoretical backbone to relate and influence the relationship between the constructs proposed. Morgan's (2017) EX framework was adapted to measure employee experience ( CE, PH, FWA, TE). The study is quantitative with a combination of explorative and descriptive studies. The SEM model measures the measurement, structural, and hypothesis. The relationship and impact of employee experience on employee engagement are significant and supported. The direct relationship between employee experience and organizational commitment is insignificant and not supported. The present study represents the full mediation of employee engagement between EX and OC. And the findings of the study showed partial mediation of employee engagement between EX and OE.