JRSSEM 2022, Vol. 2, No. 1, 83 – 99
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI : 10.36418/jrssem.v2i1.243 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
THE INFLUENCE OF EMPLOYEE ENGAGEMENT TO
SUPPORT CORPORATE SUSTAINABILITY AT PT WIZA
Siska Lestari
1
Lenny Christina Nawangsari
2
1,2
Mercu Buana University Jakarta, Indonesia
e-mail: siskalestari594@gmail.com
*Correspondence: siskalestari594@gmail.com
Submitted: 27 July 2022, Revised: 04 August 2022, Accepted: 25 August 2022
Abstract. The development of industrial manufacturing processes around the world has resulted
in various environmental damage. Companies that carry out business activities in addition to
generating profits must also assist in solving related social problems. The community is increasingly
aware of the social and environmental impacts that require companies to try to overcome the
phenomenon of environmental damage. In general, this study analyzes the influence of employee
engagement to support corporate sustainability. This study aims to analyze the influence of talent
management and leadership on corporate sustainability through employee engagement. The
research sample was 141 people from a total population of 520 employees of PT Wiza. This study
uses a quantitative analysis approach, data collection is done using a questionnaire. The data
analysis method uses Partial Least Square (PLS) with software version 3.2.9. directly talent
management has a significant positive effect on employee engagement, employee engagement
has a significant positive effect on corporate sustainability, and talent management and leadership
have no effect on corporate sustainability. indirectly employee engagement mediates talent
management and leadership on corporate sustainability.
Keywords: employee engagement; corporate sustainability; talent management; leadership.
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DOI : 10.36418/jrssem.v2i1.243 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
INTRODUCTION
The company was formed with the
primary objective of maximizing profits to
advance the company's operations.
However, businesses that engage in
commercial operations apart from making
a profit must also contribute to solving the
associated social problems. This is because
people are becoming more aware of the
social and environmental impacts of this
situation, which requires businesses to find
solutions. Now that sustainability has
become a topic of concern, the idea of
sustainability is not only at the macro level
of society across countries, but also at the
micro level within businesses.
Organizational sustainability is an increase
in the capacity of a company's organization
to pursue profit, social development, and
maintaining the environment while
maintaining a focus on the environment
(Embi, Jaiyeoba, & Yussof, 2019).
The aggressive development of
industrial manufacturing processes around
the world has caused too much impact on
the environment in managing and utilizing
natural resources. Based on research data,
these environmental problems are caused
mostly by industrial manufacturing
companies or individual companies.
Source: Engagement Survey Report PT Wiza
Figure 1. Parameters Employee Engagement PT Wiza
The leadership phenomenon at PT Wiza
can be seen from the findings of the
Engagement Survey which showed a
decline in one of the people drivers,
especially managers or Leadership, from 63
percent in 2018 to 53 percent in 2020.
Managers who effectively carry out their
leadership responsibilities can instill a
sense of morality in team members. them,
resulting in increased performance
(Andriari, 2019).
There are still gaps in the research of
(Raut et al., 2019). who concluded that
talent management affects organizational
sustainability. However, according to the
research findings of Ain and Atan (2020),
talent recruitment and talent retention
have little influence on long-term
organizational success. According to
(Merten & Dohle, 2019), leadership has an
85 | The Influence of Employee Engagement to Support Corporate Sustainability at PT Wiza
impact on the company's sustainability.
This research is supported by research by
(Anindita & Hamidah, 2020). However,
according to the findings of (Kwalomine,
2017), leadership does not affect corporate
social responsibility which is a component
of corporate sustainability.
METHODS
This research uses a quantitative
approach. Quantitative research
procedures are positivist research methods
used to evaluate certain populations or
samples, process quantitative or statistical
data to test hypotheses, and collect data
with research equipment.
PT Wiza has 520 employees who are the
sample population for this study. Sampling
was carried out using the non-probability
sampling method, which is a sampling
technique that does not provide equal
opportunities for each element (member)
of the population to be selected as a
sample member. This study uses a non-
probability sampling method called
purposive sampling, where a saturated
sampling strategy is used to determine the
sample based on the specified parameters.
Thus, the sample of this study consisted of
141 supervisors and above with a minimum
of six months of experience (Osiri, 2021).
The data collection method in this
study used questionnaires and secondary
data owned by the company. variable
statement item talent management was
adapted from (Crippa et al., 2008) theory
which contains 6 items representing three
dimensions. The leadership variable
statement item was adapted from
(Arihutomo, Rivai, & Suwito, 2012) theory
which contains 12 items representing five
dimensions. statement item employee
engagement was adapted from the theory
of Schaufeli & Bakker adapted by (Siswono,
2018) which contains 12 items representing
three dimensions. variable corporate
sustainability was adapted from Elliot's
theory which was re-adapted by (Gupta &
Vegelin, 2016) and contains 22 items
representing three dimensions.
In this study, the data analysis method
used is SEM (Structural Equation Modeling)
or Structural Equation Modeling, which
uses the Partial Least Square (Smart-PLS)
version 3.2.9 program for data processing.
PLS is a component or variant-based
Structural Equation. The stages in the test
are carried out by the outer model test
(convergent validity test, discriminant
validity test, and reliability composite
reliability); test the inner model (test the
coefficient of determination/R-Square and
goodness of fit index), test the
hypothesis/significance.
Respondents in this study are
employees of PT Wiza supervisor level and
above with a minimum working period of 6
months (Osiri, 2021) for as many as 141
people. Characteristics of respondents are
distinguished by gender, years of service,
level, and department of respondents in
the agency. This research is dominated by
male employee respondents with a
percentage of 55.3%. Judging from the
period of service, respondents are
dominated by employees who have joined
the company for >10 years with a
percentage of 35.5%. From the employee
level, the respondents were dominated by
supervisors with a percentage of 53.9%.
Siska Lestari, Lenny Christina Nawangsari | 86
And judging the Department of
respondents is dominated by the sales
department with a percentage of 41.1%.
The table below describes in detail the
characteristics of the respondents in this
study.
Table 1. Description of Respondents' Characteristics
No.
Description
Total (person)
Percentage
by Gender
1
Male
78
55.3%
2
Female
63
44.7%
Based on
3
</= 3 Yrs
33
23.4%
4
> 3-7 years
32
22.7%
5
> 7-10 years
26
18.4 %
6
> 10 years
50
35.5%
Based on Level
7
Manager up
38
27%
8
Executive
27
19.1%
9
Supervisor
76
53.9%
Based on Department
10
HRGA
12
8.5%
11
IT
4
2.8%
12
Finance & Accounting
15
10.6%
13
R&D
8
5.7%
14
Sales
58
41.1%
15
Skincare
16
11.3%
16
Marketing
12
8.5%
17
Manufacturing
16
11.3%
Source: Results of research data processing (2022)
A. Outer Model
1. Convergent validity
Testing Convergent of the
measurement model with reflexive
indicators is assessed based on the
correlation between item scores or
component scores with construct
scores calculated by PLS. In this
study, the research indicators can
be said to meet convergent validity
when the loading factor value is>
0.7 and is supported by the Average
Variance Extracted (AVE) > 0.5.
87 | The Influence of Employee Engagement to Support Corporate Sustainability at PT Wiza
Table 2. Convergent Validity
Variable
Item
Value
Limitation
Outer
Decision
Talent Management
RCT1
0.7
Valid
RCT2
0.7
Valid
RET1
0.7
Valid
RET2
0.7
Valid
DVL1
0.7
Valid
DVL2
0.7
Valid
Leadership (X2)
KKB1
0.7
Valid
KKB2
0.7
Valid
KE1
0.7
Valid
KE2
0.7
Valid
KE3
0.7
Valid
KP1
0.7
Valid
KP2
0.7
Valid
KP3
0.7
Valid
KMW1
0.7
Valid
KMWG1
0.7
Valid
0.7G1
_
_
0.719G
_
Engagement
EmployeeY1
VGR1
0.7
Valid
VGR2
0.7
Valid
VGR3
0.7
Valid
DCTN1
0.7
Valid
DCTN2
0.7
Valid
DCTN3
0.7
Valid
DCTN4
0.7
Valid
DCTN5
0.7
Valid
ABS1
0.7
Valid
ABS2
_
Valid
0.706
0.7
_
ABS3
(
Valid
Corporate Sustainability
(Y2)
ECO1
0.7
Valid
ECO2
0.7
Valid
ECO3
0.7
Valid
ECO4
0.7
Valid
ECO5
0.7
Valid
Siska Lestari, Lenny Christina Nawangsari | 88
ECO6
0.7
Valid
SOC1
0.7
Invalid
SOC 2
0.7
Valid
SOC3
0.7
Valid
SOC4
0.7
Valid
SOC5
0.7
Valid
SOC6
0.7
Valid
ENV1
0.7
Valid
ENV2
0.7
Valid
ENV3
0.7
Valid
ENV4
0.7
Valid
ENV5
_
Valid
ENV
_
Valid
0.78
_
_
_
0.7
Valid
ENV9
0.7
Valid
ENV10
0.7
Valid
Source: The results of the analysis using SmartPLS 3.2.9
The results of this test indicate
that the talent management
variable, out of a total of 6
statement items, is declared entirely
valid. In the leadership variable,
from a total of 12 statement items,
it is declared entirely valid. variable
The employee engagement from a
total of 12 statement items is
declared entirely valid. variable,
corporate sustainability from a total
of 22 statement items, one of them
was deleted because the loading
factor <0.7. Based on this
convergent validity test, 51
statement items can be continued
in the next testing process.
In addition, assessing the value
of AVE, which can characterize the
degree of variation or variation of
manifest variables that may have
latent constructs. The ideal AVE
value of 0.5, indicates that the
convergent validity is high because
the latent variable can explain more
than half of the indicator variation
on average.
The AVE criteria for a valid
variable must be above 0.50
(Haryono, 2017). The results of the
tabulation of AVE values can be
seen in the following table:
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DOI : 10.36418/jrssem.v2i1.243 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
Table 3. Test Results Average Variance Extracted (AVE)
Variable
AVE Value
Limit AVE
Value AVE
Decision
Talent Management (X1)
0.591
0.50
Fulfilled
Leadership (X2)
0.679
0.50
Fulfilled
Employee Engagement (Y1)
0.811
0.50
Fulfilled
Corporate Sustainability (Y2)
0.591
0.50
Fulfilled
Source: The results of the analysis using SmartPls 3.2.9
Based on Table 3 above, it can
be seen that all variables have an
AVE value of more than 0.5, so these
variables have good construct
validity.
2. Discriminant validity
The second level of testing is
discriminant validity testing, which
follows convergent validity testing.
By using the value of cross-loading,
discriminant validity with reflective
indicators can be evaluated. The
cross-loading value of each variable
must be greater than 0.7. However,
the discriminant validity test can
also be carried out using the
Fornell-Larcker criteria to determine
whether the latent variable has
sufficient discriminant, namely by
comparing the AVE squared value
of a concept with other constructs
(Furadantin, 2018). The following is
the result of the discriminant
validity of the Fornell-Larcker
criterion value between the
indicator and the construct in
question.
Table 4. Fornell-Larcker Criterion of Research
Variable
Corporate
Sustainability
Employee
Engagement
Leadership
Talent
Manag
ement
Corporate
Sustainability
0.769
Employee
Engagement
0.714
0.900
Leadership
0.531
0.767
0.824
Talent
Management
0.469
0.636
0.546
0.845
Source: Results of analysis using SmartPls 3.2.9
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DOI : 10.36418/jrssem.v2i1.243 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
The AVE root value of each
variable is greater than the
correlation value between the two
variables, as shown in Table 4. Thus,
it can be said that all variables in this
research model have very good
discriminant validity for the Fornell-
Larcker criteria.
3. Composite Reliability
Reality is an instrument for
assessing a questionnaire which is
an indication of a variable or
concept (Maryani, Widyani, &
Saraswati, 2020). If the respondents'
responses to the questionnaire
claims are constant or stable over
time, it can be said that the
questionnaire is reliable. A reliability
test was conducted to show the
accuracy, consistency, and accuracy
of the instrument in measuring the
construct. Cronbach Alpha and
Composite Reliability score greater
than 0.70 indicate construct
reliability. The following are the
values for composite reliability:
Table 5. Composite Reliability and Cronbach's Alpha Values Composite Reliability
Cronbach's Alpha
Description
Variables
Requireme
nts
Talent
Manageme
nt
(X1)
0.937
0.919
>0.7
Reliable
Leadership (X2)
0.962
0.957
>0.7
Reliable
Employee Engagement (Y1)
0.981
0.979
>0.7
Reliable
Corporate Sustainability (Y2)
0.968
0.965
>0.7
Reliable
Source: The results of the analysis using SmartPLS 3.2.9
Table 5 above, shows that all
research variables have composite
reliability and Cronbach's alpha
values above 0.7. Therefore, these
results indicate that the research
model has met the reliability test
and the items in this study are
considered trustworthy and reliable.
91 | The Influence of Employee Engagement to Support Corporate Sustainability at PT Wiza
B. Inner Model Test
Source: Second Order using Smart-Pls 3.2.9
Figure 3. Model Test Results
1. Coefficient of Determination
Test/R Square (R2)
The purpose of evaluating the
coefficient of determination is to
assess how well the model explains
the dependent variable. In a
research model, the coefficient of
determination ranges between 0
and 1, and the closer to 1, the
higher the ability of the
independent variable to explain the
dependent variable. R-square
values of 0.75, 0.50, and 0.25,
respectively, indicate the strengths,
moderation, and weaknesses of the
model. (Nosihana & Yaya, 2016).
The following are the results of the
R Square calculation from this
study.
Table 6. R Square (R2) Value
of
Research Model
Y2
R Square
R Square Adjusted
Corporate Sustainability
0.511
0.500
Employee Engagement (Y1)
0.655
0.650
Source: The results of the analysis using Smart-Pls 3.3.7
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Table 6 shows that 51, 1% of
corporate sustainability factors are
influenced by the variables of talent
management, leadership, and
employee involvement, while 48.9%
are influenced by variables outside
the scope of this study. In addition,
65.5% of employee engagement
factors are influenced by talent
management and leadership
characteristics, while the remaining
34.5% are influenced by variables
not explored in this study.
2. Test (f2)
This equation is used to determine
whether the endogenous latent
variable is significantly affected by the
external latent variable. The calculation
is as follows: If the result of the f2 value
is 0.02, then the effect of the exogenous
latent variable is small; if the result is
0.15, then the effect is moderate; and if
the result is 0.35 then the effect is large.
Table 7 shows the outputs:
Table 7. The results of the f Square value
Construct
Corporate
Sustainability
Employee
Engagement (Y1)
Employee Engagement (Y1)
0.375
Leadership (X2)
0.002
0.726
Talent Management (X1)
0.001
0.196
Source: Results of analysis using SmartPLS 3.2 .9
3. The goodness of Fit Index (GoF)
The purpose of the GoF
evaluation is to evaluate the
performance of the PLS model both
at the measurement stage and in
the structural model by
concentrating on predicting the
overall model performance, which
can be determined using the
following formula: (Hussein, 2015),
which is obtained from the
calculations below:
GoF= √𝐴𝑉𝐸 𝑥 𝑅
2
GoF=
√
0.668𝑥 0.583
GoF=
√
0.389
GoF= 0.624
Criteria value 0.10 (GoF small),
value 0.25 (GoF medium), and value
0, 36 (GoF large) (Andreas, Priandi,
Simamora, & Mardianto, 2021). So
it can be concluded that the GoF
value of 0.624 is a large GoF.
Testing Goodness of fit can also
be done by calculating the
predictive relevance value (Q2). This
test is carried out to show the
predictive capability of the model if
the value is above 0. This value is
obtained by the formula: (Hussein,
2015). With the following formula:
Q
2
= 1 – ( 1 – R1
2
) ( 1 – R2
2
) ... ( 1- Rp
2
)
𝑄
2
= 1 −
(
1 − 0.511
)(
1 − 0.655
)
𝑄
2
= 1 − (0.489 𝑥 0.345)
𝑄
2
= 1 − 0.169
𝑄
2
= 0.831
The above calculation results
show a relatively high value of
93 | The Influence of Employee Engagement to Support Corporate Sustainability at PT Wiza
0.831, so this model can be said to
be feasible and has predictive
relevance values.
4. Hypothesis Testing This
The stage determines whether
the research hypothesis proposed
in the research model is accepted or
rejected. Path coefficients, T-
statistical values obtained from the
bootstrap technique, and p-values
can be used to test the suggested
hypotheses, as indicated by path
coefficients, bootstrap procedures,
and p-values.
The following table shows the
results of hypothesis testing using
the SmartPLS 3.2.9 statistical
program.
Table 8. Path Coefficient, t-statistics, and P-values
Relationship between
Constructs
Original
Sample
(O)
T
Statistic
P
Values
Description
of Direct Effect of
Talent Management (X1) >
Employee Engagement
(Y1)
0.310
2,946
0.003
Significantly positive
influence on
Leadership (X2) >
Employee Engagement
(Y1)
0.597
5.902
0.000
Significantly positive
influence
Employee Engagement
(Y1) > Corporate
Sustainability (Y2)
0.729
7.540
0.000
Significantly positive
influence
Talent Management (X1)>
Corporate Sustainability
(Y2)
0.029
0.423
0.672
No significant
influence
Leadership (X2) >
Corporate Sustainability
(Y2)
-0.043
0.427
0.669
No significant
Effect
Talent Management (X1) >
Employee Engagement
(Y1) > Corporate
Sustainability (Y2)
0.226
2.596
0.010
Positive and
significant mediation
Leadership (X2) >
Employee Engagement
(Y1) > Corporate
Sustainability (Y2)
0.435
5.415
0.000
positive and
significant
Source: Result of analysis using Smart-Pls 3.2.9
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RESULTS AND DISCUSSION
1. Penginfluence of Talent
Management on Employee
Engagement
Hypothesis 1 in this study states
that talent management has an effect
on employee engagement, and this
hypothesis is accepted. The acceptance
of this hypothesis is in line with the
results of previous research conducted
by (Nawangsari & Sutawidjaya, 2019)
explaining that Talent Management has
a direct and positive effect on
Employee Engagement. According to
research by (Mende & Dewi, 2021),
Talent Management has a significant
and positive effect on Employee
Engagement.
Furthermore, in this study, the
factor of finding the best talents in their
fields greatly influences employee
engagement to increase sincerity in
working with their employees. Feel
supported and get ample opportunities
for career advancement and personal
development. This needs to be a
concern for the company to control
things that can trigger a loss of interest
in work employees. Talent and business
are closely related because this method
helps organizations identify personnel,
making it easier to position them
according to their sector to improve
their performance.
2. The Effect of Leadership on
Employee Engagement
Hypothesis 2 in this study states
that leadership has an effect on
employee engagement, and this
hypothesis is accepted. The acceptance
of this hypothesis is in line with the
results of previous research conducted
by (Drajat & Maulyan, 2020) that
leadership has a positive effect on
employee engagement. The attitudes
and actions of leaders, both at the
senior level and direct supervisors can
increase employee engagement. From
broader perceptions of leadership
abilities in leading the company in the
right direction and openly
communicating the state of the
organization to more interpersonal
factors such as treating employees with
respect, and acknowledging employee
success can support the potential for
increased employee engagement in the
organization.
3. The Effect of Employee Engagement
on Corporate Sustainability
Hypothesis 3 in this study states
that employee engagement has an
effect on corporate sustainability, and
this hypothesis is accepted. The
acceptance of this hypothesis is in line
with the results of previous research
conducted by (Rupp et al., 2018) who
found a significant positive effect
between employee engagement on
corporate sustainability.
Furthermore, it is known that in this
study, the employee's sincerity at work
is very influential on corporate
sustainability, where the more
employees feel engaged, the more
employees will be able to carry out
environmental restoration voluntarily,
and employee engagement in the
workplace is seen as an important
component to achieving organizational
success.
95 | The Influence of Employee Engagement to Support Corporate Sustainability at PT Wiza
4. The Effect of Talent Management on
Corporate Sustainability
Hypothesis 4 in this study states
that talent management has no effect
on corporate sustainability, and this
hypothesis is rejected. The rejection of
this hypothesis occurs because the
significance of talent management on
corporate sustainability is not proven in
this study. This result is not in line with
previous research conducted by
(Gardas, Mangla, Raut, Narkhede, &
Luthra, 2019) which states that there is
an influence of Talent Management on
Corporate Sustainability which
highlights that there is a significant
influence on three obstacles, namely
uncertain career growth, industrial
dynamism, and lack of training
programs.
5. The Effect of Leadership on Corporate
Sustainability
Hypothesis 5 in this study states
that leadership has no effect on
corporate sustainability, and this
hypothesis is rejected. This hypothesis
is rejected because the impact of
leadership on business sustainability
has not been demonstrated in this
study (Wesly, Kristiana, Bong, &
Saputra, 2021). Found that digital
leadership and knowledge
management have a major impact on
corporate sustainability management.
This conclusion contradicts their
findings. According to previous studies
and literature reviews, some elements
influence corporate sustainability
management. These factors are Digital
Leadership, Total Quality Management,
and Knowledge Management. The
insignificant influence of leadership on
corporate sustainability is also in fact
found in research according to
(Kwalomine, 2017) which states that
there is no influence of leadership on
Corporate Social Responsibility which is
a dimension of Corporate
Sustainability.
6. Employee Engagement Mediates the
Effect of Talent Management on
Corporate Sustainability
Hypothesis 6 in this study states
that employee engagement mediates
talent management on corporate
sustainability, and this hypothesis is
accepted. The acceptance of this
hypothesis is in line with the results of
previous research conducted by
(Peong, 2019) which stated that there is
a positive and significant influence of
Corporate Social Responsibility on
employee engagement and there is a
positive and significant influence on
Talent Management on employee
engagement.
From what was mentioned above,
the search for the best talents
according to their field greatly
influences the increase in employee
sincerity in work so that the more
employees feel engaged, it will
encourage employees to carry out
environmental restoration voluntarily.
Thus it can be concluded that talent
management correlates with employee
engagement to increase employee
performance will also increase
corporate sustainability.
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7. Employee Engagement Mediates the
Effect of Leadership on Corporate
Sustainability
Hypothesis 7 in this study states
that employee engagement mediates
leadership on corporate sustainability,
and this hypothesis is accepted. The
acceptance of this hypothesis is in line
with the results of previous research
conducted by (Jindal & Shaikh, 2016)
highlighting emerging trends,
especially in the field of employee
engagement, and the important role of
CSR in building not only more engaged
staff but also more sustainable
company economic results. The
importance of workaholism in the
workplace and the need for companies
to not only identify problems but also
manage them properly, thus enabling
Employees to make meaningful and
sustainable contributions to the
organization. Meanwhile, (Lubis &
Wulandari, 2018), state that employee
engagement and leadership have
positive values, that is, the better that is
in the employees, the better the
leadership practices carried out within
the company, the better the employee's
performance.
CONCLUSIONS
Based on the results of research and
discussion in previous chapters, several
conclusions can be drawn as follows: 1).
Talent Management has a significant
positive effect on Employee Engagement,
where the factor of finding the best talents
in their fields greatly affects employee
engagement to increase sincerity in doing
their employees. 2). Leadership has a
significant positive effect on Employee
Engagement, where the leader factor in
examining problems that occur in
employees can increase employee
engagement in employees. 3). Employee
engagement has a significant positive
effect on corporate sustainability. Where
the employee's sincerity factor in working
greatly influences corporate sustainability,
the more engaged employees feel, the
more employees will be able to carry out
environmental restoration voluntarily,
employee engagement in the workplace is
seen as an important component to
achieving sustainable organizational
success. 4). Talent management does not
affect corporate sustainability. But even so,
the factor of providing education and
training to improve the performance of
each employee must be further improved
so that each employee can understand how
to separate products based on product
value with the impact that will arise on the
environment. 5). Leadership does not affect
corporate sustainability, but even so, the
company factor needs to pay attention to
leadership that uses employees' time for
the benefit of the organization needs to
suppressed, so that there is no burnout for
employees which can make employee
performance decline and cause employees
to be unable to carry out environmental
restoration in a sustainable manner.
volunteer to achieve sustainable
organizational success. 6). Employee
engagement mediates talent management
on corporate sustainability, happy
employees will make customers satisfied,
this motto will motivate employees to work
further in the area of engagement and the
97 | The Influence of Employee Engagement to Support Corporate Sustainability at PT Wiza
availability of talent in a company will be
influenced by engagement activities owned
by the company. 7) Employee engagement
mediates leadership on corporate
sustainability, the better the employees are,
the better the leadership practices in the
company, and the better the employees'
performance.
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