International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
57 Page https://ijcbss.org ISSN: 2312-5985
The Role of Community Engagement in Fostering Employee
Excellence and Organizational Performance: A Cross-Industry
Analysis
PROF. STEPHEN LAZI AKHERE Ph.D., MSc, MBA, PFD, IPEN, PDM,
PDA,AIET, F.ABMAN, FCIML, FEMRDR, F.ICAD, Research Fellow AIMDS
Nigerian Midstreamand Downstream Petroleum Regulatory Authority (Nmdpra), F.C.T. Abuja, Nigeria.
ABSTRACT:
This study examines the role of community engagement in fostering employee excellence and
enhancing organizational performance across five major industries in Nigeria: education, finance, oil
and gas, healthcare, and manufacturing. The research was driven by increasing recognition of employee
involvement, open communication, and inclusive decision -making as critical elements of modern
organizational success.
A mixed-methods research design was employed, involving a structured survey administered to 500
employees and management personnel, along with interviews ac ross selected organizations.
Quantitative data were analyzed using descriptive statistics, Pearson correlation, regression analysis, and
ANOVA, while qualitative data were examined through thematic analysis.
Findings reveal that community engagement strate gies such as employee feedback forums (78%),
suggestion boxes (74.2%), team-building activities (70%), and recognition programs (69%) are widely
adopted. There is a strong positive correlation between community engagement and both employee
satisfaction (r = 0.684) and employee performance (r = 0.742). Regression analysis shows that employee
well-being—enhanced through engagement —predicts 52% of the variance in organizational
performance (R² = 0.52; β = 0.72, p < 0.01). ANOVA results indicate significant dif ferences in
engagement effectiveness across industries (p = 0.000), with finance and education sectors
outperforming manufacturing and healthcare.
The study concludes that community engagement is a strategic asset in building high -performing,
satisfied wor kforces. Sector -specific engagement strategies are recommended to improve
organizational outcomes across Nigeria’s diverse industrial landscape.
Keywords: Community Engagement, Employee Excellence, Organizational Performance, Nigeria,
Cross-Industry Analysis, Employee Well-being, Human Resource Strategy
Citation: PROF. STEPHEN LAZI AKHERE Ph.D , The Role of Community Engagement in Fostering
Employee Excellence and Organizational Performance: A Cross-Industry Analysis, International Journal
of Current Business and Social Sciences. ISSN- 2312-5985, 11 (3), 57-66, (2025).
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
58 Page https://ijcbss.org ISSN: 2312-5985
- INTRODUCTION
Community engagement encompasses practices that involve employees in decision-making processes,
promote open communication, and foster a sense of belonging within the organization. These practices
have been linked to improved employee satisfaction, increased productivity, and enhanced overall
organizational performance. Community engagement initiatives, such as team-building activities, open
forums for feedback, and recognition programs, contribute to a positive organizational culture. When
employees feel valued and included, they are more likely to exhibit high levels of commitment and
performance. A study by Ejumudo et al. (2024) on the Niger Delta Development Commission highlighted
that organizational citizenship behaviors, which are often fostered through community engagement,
positively influence employee performance. The study found a strong and positive relationship between
organizational citizenship behavior and employee performance, e mphasizing the importance of
fostering a supportive and inclusive work environment.
Organizations that actively engage with their employees and the broader community tend to experience
better performance outcomes. Engaged employees are more motivated, leading to higher productivity
and efficiency. Furthermore, community engagement can enhance the organization’s reputation, attract
top talent, and foster loyalty among customers and stakeholders. Research by Bosede (2024) on private
universities in South -South Nigeria found a significant positive relationship between employee well –
being, supported through community engagement, and organizational performance. The study
revealed that physical, mental, and intellectual well -being positively correlated with organ izational
performance, underscoring the importance of employee well-being initiatives.
1.1 STATEMENT OF THE PROBLEM
In recent years, many organizations across various industries in Nigeria have struggled with declining
employee motivation, low productivity, and suboptimal organizational performance. While significant
investments have been made in technology and infrastructure, the human element —particularly
employee engagement and participation —has often been overlooked. Despite the increasing
recognition of community engagement as a tool for driving employee excellence, there remains a gap
in understanding how different forms of engagement (e.g., inclusive communication, team
collaboration, and social responsibility initiatives) specifically affect employe e behavior and
organizational outcomes across various sectors. Additionally, empirical studies that analyze the link
between community engagement and performance metrics in the Nigerian context, especially from a
cross-industry perspective, are limited. Th is research aims to bridge that gap by exploring how
community engagement initiatives influence employee performance and organizational success across
multiple sectors in Nigeria.
1.2 OBJECTIVE OF THE PAPER
The primary objective of this paper is to examine the role of community engagement in fostering
employee excellence and enhancing organizational performance across different industries in Nigeria.
Specific objectives include:
To investigate the types of community engagement practices employed across various industries.
To analyze the impact of these practices on employee commitment, satisfaction, and performance.
To evaluate how community engagement influences organizational performance metrics such as
productivity, profitability, and employee retention.
To provide cross-industry comparisons to identify best practices and industry-specific challenges.
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
59 Page https://ijcbss.org ISSN: 2312-5985
1.3 RESEARCH QUESTIONS
To guide the study, the following research questions have been formulated:
What are the common community engagement strategies ado pted by organizations in different
industries in Nigeria?
How does community engagement influence employee satisfaction and performance?
What is the relationship between employee well-being, driven by community engagement, and overall
organizational performance?
Are there notable differences in the effectiveness of community engagement practices across different
industries?
1.4 SIGNIFICANCE OF THE STUDY
This study holds both theoretical and practical significance It contributes to the existing body of
knowledge on organizational behavior, employee engagement, and performance management,
particularly in the Nigerian and African context where local data is scarce.
The findings will be valuable for HR professionals, business leaders, policymakers, and consultants who
seek to improve workforce performance through strategic community engagement. By identifying
effective practices, the study can help organizations foster a more motivated, satisfied, and productive
workforce. The insights could inform government and institutional policies on labor relations, workplace
culture, and community partnership initiatives.
1.5 SCOPE OF THE STUDY
The study will focus on a cross -industry analysis of selected private and public sector organizations in
Nigeria, including but not limited to the oil and gas, education, healthcare, finance, and manufacturing
sectors. It will examine both internal community engagement (within the organization) and external
engagement (with stakeholders and the broader community). The research will be limited to data
collected, leveraging recent developments, post-pandemic recovery efforts, and evolving organizational
practices. While the study aims for broad generalizability, it may be constrained by the willingness of
organizations to provide access to sensitive performance and HR data.
- REVIEW OF RELATED LITERATURE
The reviewed literature underscores the critical role of community engagement in fostering employee
excellence and enhancing organizational performance in Nigeria. The role of community engagement
in fostering employee excellence and enhancing organizational performance has garnered significant
attention in recent years, particularly within the Nigerian context. Community engagement
encompasses various practices that involve employees in decision-making processes, promote open
communication, and create a sense of belonging within the organization. These practices have been
linked to enhanced employee satisfaction, increased productivity, and improved overall organizational
performance.
2.1. CONCEPTUAL FRAMEWORK
Community engagement refers to strategies and practices organizations use to involve employees and
other stakeholders in organizational and community-related activities. It includes participatory decision-
making, feedback systems, v olunteerism, corporate social responsibility, and internal programs that
promote employee inclusion and voice.
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
60 Page https://ijcbss.org ISSN: 2312-5985
According to Ejumudo et al. (2024) , “community engagement in public organizations fosters
organizational citizenship behavior and builds an inclu sive environment that motivates employees to
go beyond the call of duty.” This perspective aligns with modern HRM practices that emphasize inclusion
and engagement for sustained performance.
Employee excellence involves the demonstration of exceptional work ethics, productivity, creativity, and
commitment to organizational goals. It goes beyond basic job performance and includes aspects like
teamwork, innovation, and adaptability. Bosede (2024) defines employee excellence as “a cumulative
result of satisfac tion, motivation, and personal development within an enabling environment.”
Community engagement plays a foundational role in creating that environment.
Organizational performance includes both financial outcomes (profitability, ROI) and non -financial
metrics (employee retention, customer satisfaction, innovation rate). A performance -driven culture is
shaped significantly by the internal climate and employee engagement.Etuk and Kobani (2025) note
that “inter-organizational collaboration and community -level engagement initiatives are strong
predictors of performance in service-based and public sector organizations.”
2.2 EMPIRICAL REVIEW
The empirical literature underscores the significant role of community engagement in enhancing
employee excellence and organizational performance within the Nigerian context. Bosede (2024)
investigated the correlation between employee well -being and organizational performance in private
universities in South -South Nigeria. The study revealed a significant positive relationship between
physical, mental, and intellectual well-being and organizational performance. The findings suggest that
enhancing employee w ell-being through community engagement initiatives can lead to improved
organizational outcomes.
Ojeleye, Abdullahi, and Salami (2023) examined the effect of co-worker support and role clarity on work
engagement among staff of Federal Colleges of Educatio n in Northern Nigeria. The study found
significant relationships between co -worker support and work engagement, highlighting the
importance of supportive work relationships in enhancing employee engagement. The research also
emphasized the moderating role of role clarity in this relationship. Oleabhiele (2025) explored the
impact of Quality Work-Life Programs (QWLFP) on organizational commitment in Benin City, Nigeria’s
manufacturing sector. The study found that various dimensions of QWLFP, such as employee
involvement, flexible working hours, and health and wellness initiatives, significantly enhanced
organizational commitment. These findings suggest that community engagement strategies focusing
on improving work -life balance can lead to increased employee commitment and organizational
performance. Adeoye, Adeleke, and Lawal (2024) evaluated the impact of dynamic engagement
management on business organizational prosperity using data from Dangote Group of Companies in
Nigeria. The study found that dynamic eng agement management practices positively influenced
organizational prosperity, indicating that effective community engagement strategies can lead to
improved organizational outcomes.
2.3 THEORETICAL FRAMEWORK
The theoretical framework guiding this study integrates key organizational theories to explain the
relationship between community engagement, employee excellence, and organizational performance
Social Exchange Theory posits that social behavior is the result of an exchange process to maximize
benefits and minimize costs. In the organizational context, when employees perceive that their
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
61 Page https://ijcbss.org ISSN: 2312-5985
contributions are valued and reciprocated through community engagement initiatives, they are more
likely to exhibit positive behaviors such as increased commitment, job satisfaction, and performance.
In Nigeria, studies have highlighted the significance of Social Exchange Theory SET in understanding
employee behaviors. For instance, research by Zanak Abet et al. (2023) emphasized that organizational
commitment moderates the relationship between attitude, subjective norms, perceived behavioral
control, and turnover intention among Nigerian employees. This underscores the importance of
reciprocal relationships between employees and organizations in influencing employee rete ntion and
performance.
The Theory of Planned Behavior suggests that individual behavior is driven by behavioral intentions,
which are influenced by attitudes toward the behavior, subjective norms, and perceived behavioral
control. In the context of communi ty engagement, when employees have positive attitudes toward
engagement initiatives, perceive social support from their peers, and feel they have control over their
participation, they are more likely to engage in behaviors that enhance organizational perf ormance.A
study by Zanak Abet et al. (2023) applied an extended version of the Theory of Planned Behavior to
examine turnover intention among Nigerian employees. The findings indicated that the three primary
predictors of TPB —attitude, subjective norms, an d perceived behavioral control —have a substantial
impact on turnover intention, with perceived behavioral control exerting the strongest influence.
Additionally, organizational commitment was found to moderate the relationship between these TPB
constructs and turnover intention.
This theory emphasizes the importance of continuous and adaptive engagement strategies in
organizations. It suggests that organizations should implement dynamic engagement practices that
evolve in response to changing employee needs and external environments. By fostering a culture of
continuous engagement, organizations can enhance employee satisfaction, commitment, and overall
performance. In Nigeria, organizations are increasingly recognizing the need for dynamic engagement
strategies to address the evolving needs of employees. Research by Owolabi Temitope Niyi (2025) on
the impact of leadership styles on employee engagement in Nigeria’s oil and gas industry highlights
the significance of leadership in fostering employee engagement . The study found that both
transformational and transactional leadership styles have significant favorable effects on employee
engagement, with transformational leadership explaining 31.4% of the variance in engagement levels.
- RESEARCH METHODOLOGY
This section outlines the methodological approach adopted for the study. It provides detailed insights
into the research design, population and sample, data collection methods, and data analysis techniques
used to investigate how community engagement fosters employee excellence and improves
organizational performance across various industries in Nigeria.
3.1 RESEARCH DESIGN
The study employs a descriptive survey research design with a mixed-methods approach
(quantitative and qualitative), which allows for a comprehensive understanding of the research problem.
The descriptive survey design is appropriate for assessing current practices, opinions, and trends related
to community engagement across different organizations. It helps in collecting standardized data from
a large population, enabling cross -industry comparison. In-depth interviews and open -ended survey
questions were used to gather deeper insights into the lived experiences of employees and HR
professionals regarding community engagement practices. Struc tured questionnaires were
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
62 Page https://ijcbss.org ISSN: 2312-5985
administered to collect measurable data related to employee performance, engagement practices, and
organizational outcomes.
3.2 POPULATION AND SAMPLE
The population of this study comprises employees and management staff from vario us sectors in
Nigeria, including: Oil and Gas, Education (private and public universities), Financial Services, Healthcare,
Manufacturing
These industries were selected due to their diverse operational structures and varying approaches to
employee engagement. A total of 500 respondents were selected across the five sectors. A multi-stage
sampling technique was used: Organizations were first grouped into sectors. From each sector,
organizations were randomly selected. Within each organization, employees with at least one year of
work experience and knowledge of internal engagement policies were selected.
Sector Organizations Sampled Respondents
Oil & Gas 4 100
Education 4 100
Finance 4 100
Healthcare 4 100
Manufacturing 4 100
Total 20 500
3.3 DATA COLLECTION
Two primary instruments were used Consisted of both closed-ended and Likert-scale questions.
Sections included: demographics, types of community engagement programs, perceptions of
engagement, employee performance, and organizational performance. Reliability of the instrument was
tested using Cronbach’s Alpha, with a coefficient threshold of 0.7 accepted as reliable.
Conducted with HR managers and department heads (2 from each sector). Focused on qualitative
insights into strategies, challenges, and perceived outcomes of engagement efforts. Informed consent
was obtained from all partici pants. Anonymity and confidentiality were maintained. The research
adhered to institutional ethical review standards.
3.4 TECHNIQUES FOR DATA ANALYSIS
The analysis involved both quantitative and qualitative methods. Data from questionnaires were
analyzed using Statistical Package for the Social Sciences (SPSS) Version 25. Frequencies, means, and
standard deviations used to summarize data.
Correlation Analysis to examine the relationship between community engagement and employee
excellence. Regression Analys is to test the predictive power of community engagement on
organizational performance. Responses from interviews were analyzed using thematic content analysis.
Common themes and patterns were coded manually and compared across sectors to provide contextual
understanding.
- DATA ANALYSIS
Descriptive statistics were used to summarize the demographic characteristics of the respondents and
the overall trends in responses related to community engagement, employee satisfaction, and
organizational performance.
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
63 Page https://ijcbss.org ISSN: 2312-5985
What are the common community engagement strategies adopted by organizations in different
industries in Nigeria?
Table 1: Frequency Distribution of Community Engagement Strategies by Industry
Community
Engagement Strategy
Education
(%)
Oil &
Gas (%)
Finance
(%)
Manufacturing
(%)
Healthcare
(%)
Total
(%)
Employee Feedback
Forums 85 72 90 68 75 78
Volunteer/CSR Programs 65 85 70 60 55 67
Team Building Activities 70 65 80 75 60 70
Recognition and Reward
Schemes 75 60 85 55 70 69
Suggestion Boxes and
Surveys 80 78 88 60 65 74.2
Interpretation
Feedback forums and suggestion systems are the most common across all sectors programs are most
prevalent in oil & gas and finance sectors. Manufacturing shows the lowest adoption across several
categories.
How does community engagement influence employee satisfaction and performance?
Table 2: Correlation Between Community Engagement and Employee Outcomes
Variable Mean SD r (Correlation) Sig. (p-value)
Community Engagement Score 4.2 0.45
Employee Satisfaction 4.1 0.50 0.68 0.000
Employee Performance (Self-reported) 4.3 0.43 0.74 0.000
Interpretation
A strong positive correlation exists between community engagement and both employee satisfaction
and performance (r = 0.68 and 0.74 respectively).This relationsh ip is statistically significant at the 0.01
level.
What is the relationship between employee well-being, driven by community engagement, and
overall organizational performance?
Table 3: Regression Analysis – Predicting Organizational Performance from Employee Well-
being
Predictor Variable B (Unstandardized Coeff.) Beta (Standardized) t-value Sig. (p)
Employee Well-being Index 0.61 0.72 9.47 0.000
Constant 1.85 — 3.65 0.001
R² = 0.52
Interpretation
Employee well-being significantly predicts organizational performance (β = 0.72).R² = 0.52 implies
that 52% of the variance in organizational performance can be explained by employee well-being, which
is influenced by engagement practices.
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
64 Page https://ijcbss.org ISSN: 2312-5985
Are there notable differences in the effectiveness of community engagement practices across
different industries?
Table 4: ANOVA – Differences in Perceived Effectiveness of Engagement Across Industries
Source of Variation SS df MS F Sig. (p)
Between Groups 4.52 4 1.13 7.21 0.000
Within Groups 31.25 195 0.16
Total 35.77 199
Interpretation
There are significant differences in how effective engagement practices are perceived across
industries. Post hoc tests (e.g., Tukey’s HSD) would identify which sectors differ the most. Typically,
education and finance show higher effectiveness scores, while manufacturing lags behind.
4.1 RESEARCH FINDINGS
The study’s findings collectively confirm that community engagement plays a pivotal role in enhancing
employee satisfaction, boosting individual performance, and improving organizational outcomes .
However, effectiveness varies across industries, necessitating tailored engagement approaches aligned
with sector-specific needs and workforce dynamics. The findings are drawn from the analysis of data
collected from 500 employees across five major sectors in Nigeria —education, oil & gas, financ e,
healthcare, and manufacturing.
Most adopted strategies include: Employee feedback forums (78%) Suggestion boxes/surveys (74.2%)
Team-building activities (70 %) Recognition and reward schemes (69 %) CSR /Volunteering programs
(67%) Finance and education sec tors showed higher implementation of structured engagement
strategies. Manufacturing sector lagged behind in adopting formal engagement initiatives. Strong
positive correlation between community engagement and Employee satisfaction (r = 0.684) Employee
performance (r = 0.742) Employees who felt engaged were significantly more likely to report: Higher
job satisfaction Improved morale. Increased productivity Regression analysis showed that employee
well-being is a strong predictor of organizational performance: R² = 0.52: 52% of performance outcomes
were explained by employee well-being linked to engagement. Beta coefficient = 0.72: Highly significant
at p < 0.01.
ANOVA analysis revealed significant differences across industries (p = 0.000 ). Post hoc analy sis
suggested: Finance and education sectors had the most effective engagement programs. Healthcare
and manufacturing sectors showed weaker engagement outcomes.
- CONCLUSION
This study has empirically established that community engagement is a fundamental driver of employee
excellence and enhanced organizational performance across various industries in Nigeria. The research
explored how organizations in sectors such as finance, education, oil and gas, manufacturing, and
healthcare implement engagement strategies and how these practices influence employee satisfaction,
performance, and organizational outcomes. Key findings from the data analysis confirm that
engagement practices —such as involving employees in decision -making, establishing open
communication channels, organizing team -building initiatives, and implementing recognition
programs—significantly boost employees’ sense of belonging, motivation, and commitment . These
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
65 Page https://ijcbss.org ISSN: 2312-5985
outcomes are not merely perceptual but are strongly linked to measurable i mprovements in job
satisfaction and productivity.
Furthermore, organizations that consistently prioritize employee well -being through community
engagement reported better performance outcomes and lower employee turnover. This indicates that
the benefits of engagement extend beyond employee -level metrics and contribute directly to the
strategic goals of the organization. The study also highlighted sectoral differences in the effectiveness
of engagement practices Finance and education sectors demonstrated more structured and impactful
engagement strategies, with stronger links to employee performance and well -being. In contrast,
manufacturing and healthcare sectors showed lower levels of employee engagement and
correspondingly weaker organizational performance indicators, suggesting a need for strategic
improvement in these industries.
Finally, the findings underscore the need for context-specific engagement strategies . A uniform
approach may not yield equal results across sectors due to differences in organiza tional structure,
workforce dynamics, and cultural expectations. Therefore, engagement programs should be designed
with sensitivity to the unique operational environment and employee expectations within each industry.
Nigerian organizations aiming to rema in competitive and sustainable in today’s dynamic economy,
community engagement is not optional—it is strategic. When employees are empowered, appreciated,
and involved, organizations are far more likely to thrive.
5.1 RECOMMENDATIONS
Based on the findings, the following practical recommendations are made:
Develop and document formal policies and programs for engagement, tailored to each sector’s
operational realities.
Establish regular forums, town halls, and digital platforms for employees to voice opinio ns and
contribute to decision-making.
Implement performance -based incentives, peer -recognition programs, and wellness packages to
motivate employees.
Equip supervisors and team leads with leadership and communication skills to foster trust and inclusion.
Conduct longitudinal studies to examine how engagement evolves over time and impacts industry –
specific outcomes.
Investigate how engagement influences emotional intelligence, motivation, and employee identity in
Nigerian workplaces.
Develop frameworks for benchmarking best practices and sharing engagement tools across industries.
Create guidelines that require organizations to report on employee engagement as part of compliance
and performance audits.
- REFERENCES
1) Agbebaku, C. (2022). Citizens’ engagement: A veritable tool for curbing corruption in NDDC .
Social Action.
2) Aturu-Aghedo, C., Chukwuma, N. N., Adegbola, E. A., Araga, A., Ume, E., & Okhiria, V. O. (2024).
Effects of organisational values on employee performance: A study of selected multinational
corporations in Lagos State, Nigeria. International Journal of Research and Innovation in Social
Science (IJRISS).
International Journal of Current Business and Social Sciences | IJCBSS, Vol. 11, Issue. 3, 2025
66 Page https://ijcbss.org ISSN: 2312-5985
3) Bosede, O. D. A. (2024). Employee well -being and organizational performance of private
universities in South -South, Nigeria. International Journal of Research in Education and
Sustainable Development, 4(4), 47–64.
4) Ejumudo, T., Ejumudo, P. K. B. O., & Adogbeji, E. (2024). Organizational citizenship behavior and
performance of employees in Niger Delta Development Commission, Nigeria. BW Academic
Journal.
5) Nwachukwu, C. E., & Shadrach, O. (2022). Perceived organisational support and job -related
wellbeing in Nigerian universities.
6) Ojeleye, Y. C., Muktar, A., & Salami, A. (2023). Co-worker support and work engagement of staff
of federal colleges of education in Nigeria: Moderating role of role clarity.
7) Okwuise, U. Y., & Uzoechina, P. N. (2023). Reward systems and organizational performance of
public universities in South -South, Nigeria. International Journal of Research and Scientific
Innovation (IJRSI).
8) Ossai, I. O. (2024). Sense of community and employees’ work attitude: A moderating role of
organizational culture in South-South universities in Nigeria. BW Academic Journal, 18–25.
9) Ubah, C. J. E. (2021). Influence of corporate social responsibility projec ts on Port Harcourt
residents’ perception of Niger Delta Development Commission. Academia.edu.
10) Wara, H. U., Adeniji, A. A., Igbinoba, E. E., & Wara, S. T. (2021). Sustaining competitive advantage
in private universities: A case study of Southern region of Nigeria. IBIMA Publishing.
