The Relationship between Organizational Health and Work Engagement Srinakharinwirot University

Abstract

A healthy organization may lead to stronger work engagement and more effective outcomes at both individual and organizational levels. Therefore, the objectives of this study were (1) to examine the levels of organizational health and work engagement among personnel at Srinakharinwirot University and (2) to investigate the relationship between organizational health and work engagement among personnel at Srinakharinwirot University. The sample consisted of 380 university staff members selected through simple random sampling. Data were collected using a questionnaire, with content validity assessed by three experts using the Item-Objective Congruence (IOC) technique, yielding values between 0.67 and 1.00. Reliability was measured using Cronbach’s alpha coefficient, with the overall scale yielding a coefficient of 0.966. Data were analyzed using descriptive statistics and Pearson’s correlation coefficient to examine relationships. The findings revealed that the overall level of organizational health was high (x̄ = 3.92, S.D. = 0.88). The highest-rated dimension was morale, followed by resource utilization, while the lowest-rated was problem-solving adequacy. Similarly, the overall level of work engagement was also high (x̄ = 4.23, S.D. = 0.85), with dedication being the most prominent dimension. The study found a statistically significant and strong positive correlation between organizational health and work engagement (r = 0.711, p < 0.001). These results suggest that organizational health is a key factor influencing employees' work engagement. Enhancing organizational health in multiple dimensions—particularly in fostering morale, the dimension with the strongest correlation—can be promoted as a policy through comprehensive and appropriate welfare programs, recognition of work performance, and commendations. Such measures can help enhance self-worth and motivate personnel to be more engaged in their work. At the same time, promoting and developing personnel’s capacity to participate in decision-making, problem-solving, and systematic adaptation can encourage active involvement in addressing organizational issues. Moreover, resource utilization, as well as fostering cooperation and cohesiveness, can further strengthen work engagement. These findings provide a practical guideline for improving internal policies within the university for greater effectiveness.