Hynes, JenniferWood, DanielNuradillah Binte Mohd ZinBerlin International University of Applied Sciences2024-01-152025-11-282025-11-282023https://repository.berlin-international.de/handle/123456789/742AI-GENERATED ABSTRACT: Abstract This thesis approaches managerial skills, career development and learning opportunities as factors influencing employee engagement using a mixed method approach on a case study company based in Berlin and operating within the sustainability sector. Three underlying frameworks, Job Characteristic Model, Job Demands-Resources model and Kahn's definition of Employee Engagement, were used to inform on ways to evoke higher levels of employee engagement. Quantitative scales used were based on Utrecht Work Engagement Scale (UWES) and Questionnaire on the Experience and Evaluation of Work (QEEW) with two open-ended questions for the qualitative analysis that drives understanding of the numerical results computed. Quantitative findings have found strong and significant correlations between the variable factors and employee engagement. Qualitative analysis has largely supported the findings and shed light on contradictions found. With better understanding of the interactions, this thesis seeks to offer suggestions on boosting employee engagement levels through the factor variables explored. Keywords: employee engagement, managerial skills, career development, learning opportunities, sustainability, Job Characteristic Model, Job Demands-Resources model, Utrecht Work Engagement Scale, qualitative analysis, quantitative findingsMACHINE-GENERATED CONTENTS NOTE: Table of Contents 1. Introduction........................................................................2 2. Literature Review.................................................................4 2.1 Employee Engagement......................................................4 2.2 Job Characteristics Model.................................................6 2.3 Job Demands-resources Model..........................................6 2.4 Human Resource Development (hrd)..................................8 2.5 Role of Managers............................................................9 2.6 Hrd and Role of Managers.............................................10 3. Methodology.....................................................................11 3.1 Survey Questions...........................................................12 3.2 Ethics and Demographic.....................................................12 3.3 Mixed-method Analysis...................................................13 4. Results............................................................................14 4.1 Normality Test..............................................................14 4.2 Correlation Test - Spearman's R........................................14 4.3 Hypothesis Testing.........................................................15 4.4 Thematic Bubbles...........................................................16 4.5 Case Study: Employee Engagement Levels.................................19 5. Discussion.......................................................................20 6. Conclusion......................................................................25 7. Limitations......................................................................25 references.........................................................................27 8. Appendix.........................................................................33 8.1 Survey Questions..........................................................33 8.2 Thematic Bubbles..........................................................35 8.3 Participation Information Sheet........................................38engCareer DevelopmentJob Characteristic ModelJob Demands-Resources ModelLearning OpportunitiesManagerial SkillsQuantitative FindingsSustainabilityUtrecht Work Engagement ScaleEmployee EngagementThesis