Validation of an Employee Work Engagement and Motivation Questionnaire
DOI:
https://doi.org/10.37886/ip.2026.007Keywords:
work engagement, employee motivation, factor analysis, HR practice, questionnaire validation, Slovenian work environmentAbstract
Research Question (RQ): Is the questionnaire for measuring employee engagement and motivation reliable, valid, and suitable for use in the Slovenian work environment, and should it be treated as a single comprehensive scale or as separate thematic dimensions?
Purpose: To validate a questionnaire for measuring employee engagement and motivation that is reliable, practically applicable, and adapted to the Slovenian work environment, and to determine whether it is more appropriate to use it as a comprehensive scale or by thematic dimensions.
Method: The research was based on a multi-phase development and validation process, including: quantitative analyses (Confirmatory Factor Analysis – CFA, Exploratory Factor Analysis – EFA, Cronbach’s alpha, KMO statistic, Bartlett’s test) and qualitative analysis (content analysis of participant comments). Sample: 4,138 participants in the validation study.
Results: Cronbach’s alpha for the entire scale: 0.931 (high internal consistency). CFA partially confirmed the initial three-component structure, while EFA indicated four factors: Work Relationships and Collaboration (α = 0.829), Added Value of the Work Environment (α = 0.864), What I Can Offer the Company (α = 0.606), Opportunity for Success and Development (α = 0.897). Qualitative analysis: 57.6% of the comments were negative, but most of them also included a proposed solution. The highest level of proactivity in seeking solutions is observed among actively engaged employees.
Implications for Organizations: The instrument enables monitoring of engagement and motivation as a basis for strategic workforce planning, HR process and activity design, productivity enhancement, and strengthening of sustainable competitive advantage.
Implications for Society: Regular measurement of engagement and motivation using an appropriate tool contributes to improving the quality of the work environment, increasing transparency in employee–leadership relations, and enhancing sustainable competitive advantage in a rapidly changing business context.
Originality: The questionnaire was developed and tested within the Slovenian work environment, increasing its practical relevance and cultural fit. The goal is its integration into regular organizational practice, with continued development.
Limitations/Future Research: Further factor structure testing on diverse samples is recommended. Lower consistency observed in one factor (α = 0.606). Future research should explore predictive validity, the influence of organizational culture, and the relationship between engagement and employee proactivity.
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