The impact of job insecurity on Employee

engagement, A study base on construction sector

casual and temporary employees
(With special reference to Aarking engineering (pvt) ltd)
Chapter 01
Introduction to the Study
1.1Background of the Study
Employee engagement is the main concept of the country’s economy. Since there is no
commonly accepted definition for the employee engagement term. Employee engagement
usually defines the level of commitment and the relationship an employee has to their
organization and its values. Need to create a more efficient and productive workforce for every
organization. It’s dependent on employee engagement. According to prior research, relatively
lower levels of employee engagement continue to be reported in organizations across the world.

Authors, engagement introduced the differently. Employee engagement definition controversies

exist the reason for it. Although there are many definitions of construction, they all agree that it
is appropriate to involve employees and that there is an organization. The objective has both
psychological and behavioral aspects and it involves energy, enthusiasm, and effort to focus.
Penna (2007) introduced the new model they called “Hierarchy of engagement”. It is a similarity
to Maslow’s need hierarchy model. Employee engagement is defined as using of organizational
members’ selves to their work roles Kahn (1990). Engagement is “essential” that contemporary
organizations face a number of challenges (Schaufeli and Salanova 2007). They argue that
organizations can gain a competitive advantage by engaging employees (Macey et al.2009).
Individual behavior, attitudes, and performance as well as productivity, retention. Organizational
performance, financial performance, and shareholder return are key drivers of employee
engagement (Bates, 2004; Baumruk,2004; Harter, Schmidt, &Hayes, 2002: Richman, 2006).
Considering the importance of employing employees between organizations, the gap between
them is deepening. The main issue for employees today is how to promote employee
engagement.
Disengagement or alienation is at the center of an employee’s lack of commitment and
motivation problem, so it’s important for managers to engage in cultivation (May, Gilson, and
Harter,2004). Engagement seems like a conceptual antithesis of burnout, but these are
8construct as independent states with unequal structures to be measured from the different
instruments (Scheaufeli, Salanova, Gonzalez- Roma, and Bakker’2002). Scheaufeli, Salanova
(2007) define as engaged employees are strongly and effectively involved in their work. These
work activities can be done through their “self” investment. When employees are physically
involved in their work when they are consciously awake and are strongly connected with others
in a way that demonstrates their personality. Engaging allows people to express what they like at
the same time and to fully meet the needs of their role (Kahn,1990). Generally, engaging means
being psychological in performing and occurring organizational roles (Kahn, 1990;1992). When
people appear psychologically, they feel and are focused on fulfilling their roles.

It is suggested that the results of engaging are what most organizations looking for: more
productive, profitable, safer, healthier, less likely employees’ turnover, less likely to be absent,
and more willing to engage arbitrary efforts. (Buchanam, 2004; Fleming &Asplund,2007; The
Gallup organization,2001; Wagner & Harter,2006). Furthermore, it is said that working
employees get a higher satisfaction rating and generate more income (Vance,2006; Wagner &
Harter,2006). The concept of engagement is to ask questions about whether employee
satisfaction and commitment should look for it and actively showcase organizational results as
part of the pursuit (Schneider, Erhart, Mayer, Saltz, &Niles- Jolly,2005).

The changing work environment makes employees feel insecure more than ever and job
insecurity has become more common. The Global modern work environments have faced
uncertainty due to technological changes, economic fluctuations, political insecurity that cannot
guarantee job security for all employees (Etehadi and Karatepe,2019). Organizations lay off
employees to reduce costs during periods of economic downturn and financial uncertainty. In
general, its uncertainty refers to the future survival of a job as job insecurity (De Witte,2005).
There is no simple way to measure job insecurity (Nardone, Veum, & Yates,1997). If there is a
common feature between the definitions, that uncertainty about continuing the current job. (De
Writte,2005). Another common feature is that it is involuntary (Sverke, Hellgren, N-
aswall,2002). Adverse effects of job insecurity include adverse physical and mental health of
employees (Bryson et al.,2009; De Witte, Pienaar, & De Cuyper, 2016; Probst, Stewart, Gruys,
&Tierney, 2007; Sverke et al., 2002). In addition to health, another effect of job insecurity
changes in organizational performance and engagement by working employees (De Witte et
al2016 Dekker & Schaufeli, 1995; Demerouti et al.,2001; Rothmann &Rothmann,2010). The
broad engagement framework concept effect of employees and their employers. According to the
job demand–resource model, job security can be an organizational resource that is an engaging
indicator (Demerouti et al., 2001; Rothmann, 2010).

The role that could have a positive impact on engagement has been explored and more research
is needed supervisors need to be able to act as regulators in the relationship between job
insecurity and engagement (Vander Elst, Bosman, Cuyper, Stouten, and Witte, 2013). Mental
health problems of employees due to job insecurity, Emotional exhaustion, such as anxiety,
destroy the family unity of employees and lead to declining health and quality of life, and has an
impact on social stability and sustainability.

Job insecurity, the degree of conceptual uncertainty, makes an employee subjectively aware of
his or her job integrity stability in certain areas of the future. (De Witte,2005). The purpose of the
study is to examine the impact of job insecurity on employee engagement of the temporary and
casual employees in Aarking engineering (pvt) ltd in Sri Lanka.

Aarking engineering company was established in 2003. Firstly, they involved only rock boulder
supplier for maritime construction project. After 2001, they involved small scale construction
projects as a side breaking business. But after 2006, construction become the main sources of
their income. They have 750 employees for work in the construction site. Among them, 650 are
temporary employee and 100 are permanent employees.

1.2Research Problem
It is well known that employee engagement has a positive impact on organizational and personal
productivity and performance (Amah & Sese,2018). Employees expect more effort, skills,
flexibility, and a lower level of job and job security throughout their lives. Job insecurity has
powerful consequences for every aspect of working life and the economy as a whole. Employee
engagement affects every organization’s success. But every employee wants to eliminate job
insecurity for a successful relationship. Therefore, this study examines the impact of job
insecurity on employee engagement.

Following table reflect target and actual performance data of the Aarking engineering (pvt)ltd.

Table 1.1 KPI review of 2018,2019,2020

Year Target actual

2018 100% 93%

2019 100% 89%

2020 100% 84%

According to above data organization performance was reduce last three years. (2018 = 93%,
2019 = 89%, 2020 = 84%.) this is a question of this research study.

1.3 Research Questions and Objectives

1.3.1 Research Questions
How effect of Job insecurity on employee engagement?

1.3.2 Research Objectives (General and Specific)

To identify the effect of Job insecurity on employee engagement

To provide recommendations to increase employee engagement.

1.3Scope of the Study

Numerous authors and academics have proposed various factors that influence employee
engagement, which consist of a diverse set of variables (Kahn, 1990; May et al., 2004; Saks,
2006). The organization where the study was carried out is Aarking engineering (pvt) ltd, which
is situated in Tangalle. In this study, we examine the impact of job insecurity on Employee
engagement, A study base on construction sector casual and temporary employees. The research
design that was used for the study was a descriptive research design. Accordingly, the study
population consisted of 750 employees who worked in site employees. In addition, survey was
implanted based on a sample of 100 temporary and casual employees who are working at
Aarking engineering (pvt) ltd in Sri Lanka. Within the organization, the survey was circulated
among temporary and casual employees as on a random basis.

1.5 Significance of the Study

The findings of this research will be important for construction sector managers and other many
parties in many different ways since anyone did not examine the impact of job insecurity on
employee engagement. By examining the impact of job insecurity on employee engagement, this
study contributes to increasing the understanding of job insecurity and employee engagement.
Because the study seeks to fulfill the gap of the impact of job insecurity on employee
engagement especially in the temporary and casual employees of the construction sector in Sri
Lanka.

By this study analyses how job insecurity affects employee engagement in a variety of ways.
Therefore, the study will increase the knowledge of perception on job insecurity its effect on
employee engagement of construction sector employees in Sri Lanka. This study will important
construction sector organizations as well as manufacturing and service sector organizations. This
study information can be used by undergraduates, graduates, writers, HR 1mangers and other
manger and organizational administration person as well as stakeholders.

1.6 Limitations of the Study

1. Data collection

Due to Covid 19 pandemic situation, we have some difficulties for access to some data. It is one
of limitation occur when conducting this research study.

2. Lack of time

When conducting this research, we have limited time to complete it. It is affected to the quality
of the study and submission of the before the deadline.

3. Sample size
We use the probability sampling method. In here, we select the sample as randomly. Then
collected the data as individually. That individual results, always not belong to the whole
population.

1.7 chaptalization

Chapter 1: introduction

In this chapter including some basic things about the study. There is background of the study,
problem statement, research questions and objectives, limitations, and significance of the study.

Chapter 2: literature review

Under this chapter can be get the idea about previous research and how that research related to
our research problem. As well as in this chapter include, introduction on literatures, key concept
of our research problems and that based on past researches.

Chapter 3: methodology

This chapter help to get an idea about how we plan to conduct this research. It including about
conceptual framework, hypothesis development, research design (research design include
research approach, research strategy, research choice, time horizon), how analyze data (it
includes population and sampling instruments, data collection methods), data analysis (in here
we use SPSS software for analyze the data and interpret through frequency analysis, descriptive
analysis, regression and correlation and thematic analysis).

Chapter 4: data analysis and presentation

In this chapter we analyze the collected data from sample. Firstly, we explain the introductions
and descriptive analysis about respondent’s data. After that, present the statistical tests. There is
normality test, factor analysis, reliability test and correlation test of the collected data related to
employee retention.

Chapter 5: conclusion and recommendation

In this chapter, present the conclusion about the research. Research findings interpreted as a
summary. It includes the significance of the study. As well as finally given the recommendations
for further research.

Chapter 02
Literature review
2.1 Introduction
This research study-based on impact of job insecurity on Employee engagement. Employee
engagement means mentally present when employees are engaging and performing their job role.
The main purpose of this chapter is reviewing the previous literatures related to impact of job
insecurity on Employee engagement. As well as it helps to understand the research phenomena
as clearly. As the result of this literature review, we developed our research model. Based on that
theoretical model, we developed hypothesis related to Employee engagement.

Section one of this chapter is aiming to explain theories that have presented in previous
literatures and that literatures help to identify our research phenomenon as clearly. As well as it
has presented the definitions presented by previous researchers and according to those
definitions, we developed most suitable definition that can be used as a base to this research
study. In here, we get an idea about impact of job insecurity on Employee engagement. In the
second section of this study have presented impact of job insecurity on Employee engagement
and it has derived from previous literatures presented on section one. As well as in this section
clearly explain those all factors within existing literatures. In addition, explain about how job
insecurity affecting to the employee engagement.

Based on existing literatures, explain relationship between job insecurity and employee
engagement. However, these all literatures help to get overall understanding about employee
engagement and finally presented conclusion about chapter of literature review.
2.2 Theoretical and conceptual foundation
2.2.1 Meaning of employee engagement
The concept of employee engagement has been described in many ways by several researchers
and human resource professionals. Each definition are unique and different according to author’s
perspectives on the subject matter. William A. Kahn was established the concept of employee
engagement during his study in 1990. The term of engagement can be mentioned in different
manner as, work engagement, personal engagement, job engagement or worker engagement
(Welch, 2011). The following table shows some popular definitions written by authors.

Table 1-1: Definitions of Employee Engagement

Year Author Definition

1990 Kahn Employee engagement is mentally present when

employees are engaging and performing their job role.

2014 Anitha Engagement as degree of dedication and involvement

of a worker which effect the organization as well as it
values.

2010 Shuck and Employee engagement is an intellectual, psychological

Wollard, and behavioral state of an employee that direct
towards desired outcomes of an organization.

2008 Macey and Employee engagement is a desirable state which has

Schneider organizational objectives and implies loyalty,
involvement, stimulation, dedication, concentrated
effort, and energy. It also has behavioral and
attitudinal components.

2010 Schaufeli and Employee engagement is a psychological condition

Bakker that occurs as a result of putting personal efforts into a
behavior.
As cited in Baumruk (2004), Anitha (2014) has disclosed that employee engagement can be
considered as is an effective technique to assist companies in obtaining a competitive edge than
others. People are a factor that cannot be copied or imitated if handled and engaged effectively,
and are regarded as the most important resource. According to his perspective, employee
engagement is regarded as the most powerful component in measuring the strength of a firm.
According to Robinson et al. (2004), employee engagement is a positive impression of workers
towards the organization and its core. As an engaged worker, they know the business
environment and they collaborate with coworkers to enhance performance at work for
organization's growth. Therefore, organizations should engage in cultivating and developing
engagement as it needs a two-way connection between workers and the organization (Robinson,
Perryman & Hayday, 2004).

Maslach et al. (2001) mentioned that engagement is attributed efforts, participation, and
efficiency and opposite of 3 burnout measures such as inefficacy, enervation and cynicism. As
cited in Ganesan, Zainal Ali and Fageeh (2017), Othman, Rapi, Alias, Jahya and Loon (2019)
have mentioned that employee engagement is defined as employees’ entire commitment to their
employments, long-term goals as wells emotional bonding. As cited in Rothbard (2001), Saks
(2006) has stated that engagement can be defined as psychological existence but it further drives
two crucial elements attention and absorption. Attention is defined as mental availability and the
amount of time spent thinking about a role whereas absorption is defined as being occupied and
acuity of one’s concentration on a role. Kahn (1990) contends that employee may use different
levels of their personalities, emotionally physically and cognitively in the task they do. Many
people rely on their selves to play their roles, the more riveting their performances. In addition,
engagement involves concurrent employment and action of a one’s favored in task performances.

As cited in Buckingham and Coffman (1999), Anitha (2014) has disclosed that having the right
employee in the right job role under the right management may drive towards employee
engagement. Moreover, Bakker and Bal (2010), disclosed more engaged employee are willing to
perform their jobs more effectively. Furthermore, an engaged workers always exhibits an
optimistic attitude as they were more valued, acknowledged, and successful that aid to create an
optimistic response (Bakker, 2014). Albrecht (2011) declared that employee engagement is an
optimistic and energized job-related inducement condition and readiness to engage to job role as
well as organization achievements. As cited in Gallup (2002), Othman et al. (2019) have
revealed that there are 3 kind of workers those are engaged, not engage and actively disengaged
workers. Engaged workers means workers who are continually trying to provide excellence
roles. Not engaged worker means workers who are concerned on tasked assigned to them than
organizations goals. They only carry out the tasks given to them. And actively disengaged
workers mean workers who are actively disengaged and risky since they not only do not work
well but also discourage the organization's top performers.

May, Gilson, and Harter (2004) asserted that job engagement and involvement are different. Job
involvement is an outcome of a cognitive assessment about the job's need for satisfying
capacities and is related to one's self-image. Employee’s level of engagement is related to how
they apply themselves in performing of their employments. Also, engagement entails the active
utilization of emotions, cognitions, and behaviors. According to May et al. (2004), engagement
may be regarded as a precursor to job involvement in that people who feel deep engagement in
their responsibilities should come to identify with their jobs.

Furthermore, Robertson and Cooper (2010), presented the full engagement concept that
encompasses employee engagement as well as wellbeing. There is a slight difference between
full engagement and engagement. As, engagement is concerned with commitment, bond, and
citizenship and does not focus on employees’ mental well-being. A study done by Saks (2006),
differentiated job and organizational engagement. Accordingly Job engagement is concerned
with passion for the job itself, whereas organizational engagement is concerned with enthusiasm
for the employee's firm. Furthermore, he discovered that job engagement and organizational
engagement are dissimilar due to their connection with antecedents and consequences.

2.2.2 Employee job insecurity

2.2.3 mediating affect of positive and negative emotions between job insecurity and
employee engagement

2.3 Empirical review

In this section, Researcher has briefly demonstrated important empirical studies on employee
engagement that have been previously done in the Sri Lankan context and in the global context.
2.3.1 Employee engagement in Sri Lankan context

An empirical investigation done by Iddagoda and Opatha (2016), examined research gaps in
employee engagement. It disclosed that there exist seven main gaps regarding the knowledge of
people about employee engagement in organizations in the Sri Lankan context. Based on the
identified gaps, it has been recognized that factors such as religiosity, personal character, high-
performance work practices, leadership, and work-life balance have significantly influenced
employee engagement. Also, it will impact organizational financial performance.
Similarly, Iddagoda and Opatha (2020), have conducted an empirical study using 272 executives
and managerial employees of listed companies in Sri Lanka. This study has tested twelve
hypotheses to conclude the aims of the study. The findings of the study have revealed that
selected dynamics, such as high-performance work practices, religiosity, personal character,
leadership, and work–life balance, substantially and positively impact employee engagement.
In addition, a quantitative study done by Silva and Iddagoda (2021), have explored the key
factors that affect employee engagement within the public listed banks in Sri Lanka by using 100
managerial employees as a sample. This study used six variables such as, high performance work
practices, leadership, financial and non-financial rewards, work-life balance, and trust to measure
the impact on employee engagement. The final results of the study specified that there is a
significant impact of high performance work practices, non-financial rewards and work life
balance on employee engagement.
2.3.2 Employee engagement in global context

Othman et al. (2019) have conducted a study to identify factors that impact on employee
engagement in the Malaysian construction industry. The survey was conducted using 150
employees. It has been demonstrated that leadership, compensation, and organizational culture
have a positive impact on employee engagement. Najeemdeen et al. (2018) have done a
quantitative study to examine how perceived organizational support and perceived organizational
culture impacts work engagement among academic staff universities in Malaysia. The study have
disclosed that organizational culture and supervisory support positively related with employee
engagement. Furthermore, Baqir et al. (2020), have done a study to examine how reward and
recognition and perceived supervisor support impact employee engagement based on employees
worked at Muslim Commercial Bank and National Bank of Pakistan. Anitha (2014) has
conducted a study on employees from middle and lower managerial levels of small-scale
organizations in India about determinates of employee engagement, which are work
environment, leadership, organizational policies, training and career development, compensation,
team and coworker relationship, and workplace wellbeing. Moreover, Saks (2006) conducted a
survey using employees who are working in a variety of jobs and organizations in Canada to
examine how Job characteristics, Rewards and recognition, perceived organizational support,
Perceived supervisor support, procedural justice, distributive justice effect on job engagement.

2.4 Conceptualization
2.4.1 Conceptual framework

Positive emotions H2

Job insecurity Employee engagement

Negative H3
emotions
H1

3 Hypotheses Development
Hypothesis 1.
job insecurity has a significant negative impact on employee engagement.
Hypothesis 2.
Positive emotion mediates the effect of job insecurity on employee engagement.
Hypothesis 3
Negative emotion mediates the effect of job insecurity on employee engagement.

2.6 Chapter Summary

This chapter reexamined literature to mine for background information on employee
engagement, attributes of an engaged worker, antecedents of engagement, and, empirical reviews
in Sri Lankan and global context on engagement and factors affecting employee engagement.
Accordingly identified factors affecting employee engagement within the literature.

The chapter has shown the past research studies related to factors effecting to the employee
retention. As well as related to strategies using by management for maintain higher employee
retention rate. According to those literatures, mainly identified four factors that effecting to the
employee retention. There is organizational culture, work life balance, training and development,
reward system. There is positive relationship between employee retention and organizational
culture, work life balance, training and development, reward system. As well as organizations
use strategies for maintain higher employee retention rate. Management of the organization
should prioritize some factors for maintain higher employee retention. Such as working
environment should arrange as flexible, company rules and regulations should implement as
flexible, reduce workload and pressure of the work, reduce work stress, provide proper training
opportunities, give the rewards and compensation for the employees.
 Chapter 03
Research Methodology
3.1 Introduction
Employee engagement is most important thing to all organizations. Because employees are
backbone of the organization. In this study, we find the impact of job insecurity on employee
engagement. To achieve above objectives, we used some research methods and that have
presented in this chapter as descriptively. Further, in here we discussed in detail about the
methods that used to collect and analyze of data. As well as how we design the research, what
research approach we used, sampling methods, population, data interpretation techniques and
statistical tools. Those all are helping to test study hypothesis. Finally, this chapter explains
about the ethical considerations and limitations of this research.

3.2 Summary of conceptualization

3.2.1 Conceptual framework

Positive emotions
Job insecurity Employee engagement

Negative
emotions

3.2.2 Summary of hypotheses

Hypothesis 1.
job insecurity has a significant negative impact on employee engagement.
Hypothesis 2.
Positive emotion mediates the effect of job insecurity on employee engagement.
Hypothesis 3
Negative emotion mediates the effect of job insecurity on employee engagement.

3.3 Operationalization
3.3.1 Working definitions of variables
Variable definition citation

job insecurity

Positive emotions

Negative emotions

Employee engagement

3.3.2 Operationalization table

Variable Measurement scale NO. of Details of the item

item

Job (Ordinal scale 5 Job insecurity – five- (Yamamoto,

insecurity item) point scale from 1 = 2011)
highly dissatisfied to 5 =
Five-point Likert highly satisfied.
scale
Positive (Ordinal scale 4 Positive emotions – five- (Awang et al.,
emotions item) point scale from 1 = n.d.)
highly dissatisfied to 5 =
Five-point Likert highly satisfied.
scale
Negative (Ordinal scale 3 Negative emotions – five- (Joshi et al.,
emotions item) point scale from 1 = 2015)
strongly disagree to 5 =
Five-point Likert strongly agree
scale
Job (Ordinal scale 5 Job engagement – five- (Yamamoto,
 engagement item) point scale from 1 = 2011)
strongly disagree to 5 =
Five-point Likert strongly agree.
scale

3.4 Research design

3.4.1 Research approach
There are some two research approaches as deductive and inductive approach. Inductive research
approach involves moving from the particular to the general. Deductive approach moving from
general to the particular. (Woiceshyn, 2018). In this research, we used deductive approach to
analyze the affect of job security on employee engagement. Because, in the deductive approach,
always testing an existing theory. Employee job engagement and job security are existing
theories and purpose of this study is testing impact of job insecurity on employee engagement.

3.4.2 Research strategy

When identify the impact of job insecurity on employee job engagement in Aarking engineering
(pvt) ltd in tangalle, we used research “survey” strategy. Because of that, have some advantages
rather than other methods. In here, administer is easy, less time required for create (compared to
other data collection methods) cost may be law, but with the survey modes cost may be different.
As well as this can be administered remotely via online, mobile devices, mail, email, kiosk, or
telephone. Conducted remotely can reduce or prevent geographical dependence. According to
research question and research objectives, have to collecting information from employees. For
getting to answer from employees, the questionnaire has presented. Because of, that is an easy
and understandable method to get information from employees. It is able to contact students
through telephone, e-mail and other social Medias. As well as the information should be
collected within less time and with some distance. For that the cross-sectional studies used.

3.4.3 Research method

Researcher has been used quantitative research method for conducting this research. Quantitative
data has been used through the questionnaire survey.

3.4.4 Research purpose

Purpose of this research to analyze the impact of job insecurity on employee engagement. This study
based on constructoral sector casual and temporary employees. These research findings can be
generalized to all organizations in nonstructural industry and other industry to increase their employee
engagement and it help to develop organization productivity.

3.4.5 Time horizon

When conducting the research time horizon even may be cross sectional or longitudinal. Cross
sectional study means for find the answers for research questions, the data are gathered just ones,
over a period of days, week or months. Longitudinal studies mean, to find the answers for
research questions; researcher gets time to study particular people or phenomena more than one
point in time. As an example, if researcher conducted study before and after some techniques are
implemented, that`s become longitudinal level. In here, researcher wants to identify impact of
job insecurity on employee job engagement. For find that, researcher collect information within
specific time frame. Therefore, this is a cross sectional study. Because researcher not going to
identify before and after situation. This based on employee experience.

3.5 Sampling design

3.5.1 Population of the study
According to (Wilson Vanvoorhis & Morgan, 2007), population means the overall group, people,
things or event, the researcher going to study. In here, researcher study as population, all the
employees Aarking engineering (pvt) ltd.

3.5.2 Sample – Sampling technique, Sample size

According to (Wilson Vanvoorhis & Morgan, 2007), sample means, subset of the population.
Researcher selects some members from that population. Entire population is not at sample. This
study concerns all the employees in Aarking engineering (pvt) ltd. From that large population,
about 100 employees has been included in the research. Because studying about all the
employees is very complicating in this time. For easiest of the research, have been selected only
100 employees. The simple random sampling method used through using 100 employees who is
in Aarking engineering (pvt) ltd, in different studying levels. Because simple random sampling
method very easy. Therefore, simple random sampling method can get information without any
specification.

3.6 Questionnaire design

researcher collected data through the questionnaire. Questionnaire given to the sample
employees as a printed form. Because it is very effective way to collect accurate data from the
employees. That questionnaire includes 22 questions. That all questions have been create under
the five main sections. First section is demographic factors. It helps to gather data related to
demographic factors of the employees. This section has five questions such as gender, age group,
level of income, working years and marital status. Second section is employee job security (JS).
It helps to measure the level of engagement of the employees. This section includes main five
questions. Third section is employee engagement (EE). It helps to measure level of employee
satisfaction. It includes main five questions. Fourth section is positive emotions (PE). It helps
identify employee’s stress and pressure level. It includes main four questions. Next section is
negative emotions (NE). It is including main three questions and it helps to identify stress level
of employees. As well as how that effect to employee engagement. These all-questions measure
using 5-point Likert scale.

3.6.1 Questionnaire development process

This research based on the impact of job insecurity on employee engagement of temporary and
casual employees in Aarking engineering (pvt)ltd. We collected the data through the
questionnaire from employyees. When develop the questionnaire under the supervisory support.

3.6.2 Pre-testing and item modification

After developing the questionnaire tested all question items and modified that related to this
research objectives.
3.7 Data collection
3.7.1 Type of data
In this research study, include primary and secondary data collection methods. According to
(Mcdonald & Adam, n.d.), primary data means, collect the information at first hand. Secondary
data means collect the information from already existing data. For gathering the primary data,
researcher selected questionnaire method. According to research question, want to identify
impact of job insecurity on employee job engagement.

3.7.2 Data collection procedure

In this research study, include primary and secondary data collection methods. According to
(Mcdonald & Adam, n.d.), primary data means, collect the information at first hand. Secondary
data means collect the information from already existing data. For gathering the primary data,
researcher selected questionnaire method. According to research question, want to identify
impact of job insecurity on employee job engagement. For that, the questionnaire may be
prepared and that given for selected employees. Because of that, method has several advantages.
There may be an establish rapport and motivate respondent, doubts can be clarified, less
expensive and easy. As well as this method can fast delivery. Large amounts of information can
collect from a large number of people in a short period and in a relatively cost-effective way.
Questionnaire can carry out by the researcher or by any number of people with limited affect to
its validity and reliability. Therefore, that was being able to get information from employees as
quickly. As the secondary data collection, the literature review conducted at the second chapter.
From that, researchers identify basic things about phenomena. According to previous researches,
researcher got idea about measurement dimensions of employee retention.

Further, when collecting data through the questionnaire, we translate that all questions from
English to Sinhala language. Because that have been helping to respondent for understand all
items as correctly. As well as under the Covid 19 pandemic situation, we have some difficulties
about the collect data as physically. Therefore, we use google form to reduce these difficulties.
We prepare a google form including all questions (item) and it help to collect data from
respondent as quickly.
3.8 Preview of data analyses
3.8.1 Data analysis technique
For analysis of this data, the quantitative analytical method has used. Because of, that method is
objectively and accuracy. Allow for a broader study, involving a greater number of subjects, and
enhancing the generalization of the results. This method can allow for greater objectivity and
accuracy of results. Few variables are involved as data relates to close-ended information. Faster
and easier, data collection can automate via digital or mobile surveys. Through quantitative
method, can analysis all the data within the one time. One of the strengths of quantitative data is
that results can be easily replicated, proving or disproving hypotheses over large sets of
audience. As well as the by variance technique is used for analysis data. All answered
questionnaire`s responses insert into tables by using statistical package for social science (SPSS)
software, where frequency analysis, descriptive statistics and regression analysis will be carried
out. All the completed data classified by using other analytical tools, such as Tables, Bar charts
and Pie charts as to simplify and summarize the data. Data included in tables analyze by using
percentage method and weighted mean to get better ideas on the data. Finally, correlation method
is used to analyze the “impact of job insecurity on employee job engagement.

3.9 Ethical considerations

Ethical consideration is very important when conducting researches. According to this research,
when collecting data, we got responsibility about anonymity of the participant. Such as, we have
not presented about personal details of respondents. Like name, address etc. further, we ensure
confidentiality and it mentioned in the cover of questionnaire, as “the data will be used only for
academic purpose. We used to google form for collect the data because in currently cannot
connect with employees as physically cause for that is Covid 19 pandemic situation.

3.10 Chapter summary

Mainly in here have been present about conceptual framework and developed hypothesis. There
are,
Hypothesis 1.
job insecurity has a significant negative impact on employee engagement.
Hypothesis 2.
Positive emotion mediates the effect of job insecurity on employee engagement.
Hypothesis 3
Negative emotion mediates the effect of job insecurity on employee engagement
As well as we used research survey strategy and deductive research approach. Time horizon is
cross sectional study and collected data from 100 employees. We used 100 of employees is
sample of this research. Primary and secondary data collection methods are used. In here we
presented all methods used for conducted this research of impact of job insecurity on employee
job engagement in Aarking engineering (pvt) ltd in Tangalle.