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Employee Perspectives on Engagement Strategies in Fijian ICT Organisations

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Date

2026

Authors

Dewakar, Meenal

Supervisor

McGhee, Peter

Item type

Thesis

Degree name

Master of Business Management

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Publisher

Auckland University of Technology

Abstract

Employee engagement is widely recognised as a driver of organisational performance, yet dominant engagement frameworks are grounded in Western assumptions that may not translate into collectivist and hierarchical cultures. This study explores employee engagement in Fijian workplaces by addressing two research questions: (1) What are the current employee engagement strategies used in Fijian ICT workplaces? and (2) How do Fijian cultural dimensions affect the effectiveness of these strategies? Adopting a qualitative, interpretivist approach grounded in Talanoa principles, the study draws on semi-structured interviews with twelve ICT professionals in Fiji. Data were analysed using reflexive thematic analysis. Five global themes were identified: recognition and growth, motivation and fairness, trustworthy leadership and collaborative culture, cultural belonging and inclusion, and organisational constraints. The findings reveal that employee engagement in Fiji extends beyond transactional incentives to encompass fairness, relational trust, and cultural respect. Participants valued practices such as inclusive celebrations, communal support, and flexible arrangements more than individualised rewards. Engagement was experienced as relational and collective, shaped by expectations of respect, reciprocity, and belonging. However, structural challenges, including pay inequities, limited career pathways, and high turnover, constrained engagement despite strong cultural foundations. The study contributes to theory by demonstrating the role of culture in shaping how engagement is understood and enacted. It challenges dominant engagement models and calls for contextual frameworks that integrate Indigenous values, communal reciprocity, and relational leadership. Practically, the findings offer guidance for designing culturally responsive engagement strategies in Fiji and other collectivist contexts, highlighting the importance of aligning organisational practices with local meanings of respect, fairness, and community.

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http://hdl.handle.net/10292/21060

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Masters Theses