In today's knowledge economy, human capital has become a source of competitive advantage for enterprises. The creation of enterprise value, resource allocation, and the acquisition of competitive advantage ultimately depend on employees. However, in an era of increasing employee turnover rates, how to effectively enhance the engagement of knowledge-based employees and improve their job performance has become a crucial topic for enterprises. The main purpose of this study is to explore the impact of employee engagement on job performance among employees engaged in technical and managerial work. Based on the research conclusions, constructive suggestions are provided on how to enhance the engagement of these employees to improve their job performance, ultimately achieving better organizational performance. This study measures the engagement of employees in technical and managerial positions using the UWES scale developed by American scholar Schaufeli. Job performance measurement is based on the selection of seven task performance items suitable for employees from Williams and Anderson (1991), and fifteen contextual performance items from Van Scotter and Motowidlo (1996). Among them, the interpersonal facilitation dimension includes seven items, and the dedication dimension includes eight items. Confirmatory factor analysis shows that the scales used have good reliability and validity. A field survey was conducted among employees engaged in technical and managerial work in Beijing, collecting 320 valid questionnaires. Statistical analysis of the data indicates a significant positive correlation between employee engagement and job performance, as well as between their respective dimensions. The main content of this study includes reviewing the literature on employee engagement, job performance, and their relationship; using empirical research methods to analyze the overall status of employee engagement among employees engaged in technical and managerial work in China and conducting quantitative research on the relationship between employee engagement and job performance; proposing corresponding solutions and strategies based on the empirical research to enhance employee engagement and improve job performance; and summarizing the study by identifying its limitations and suggesting directions for future research. Compared to previous studies in this field, the main innovations of this research are: 1. Previous related research mostly focused on the relationship between engagement and organizational performance from an organizational perspective, primarily through practical research by consulting firms. This study innovates by exploring the relationship between individual engagement and job performance from an individual perspective. 2. This study selects employees engaged in technical and managerial work as a special research group, differing from previous studies focusing on civil servants, teachers, state-owned, and private enterprise employees. 3. Based on empirical research conclusions, this study proposes targeted solutions and strategies from an overall human resources perspective. By enhancing the engagement of employees engaged in technical and managerial work, their performance can be improved, ultimately achieving better organizational performance.

Independent Study (M.B.A. (International Business)) -- University of the Thai Chamber of Commerce, 2024