International Journal of Science and Management Studies (IJSMS) E-ISSN: 2581-5946 Volume: 3 Issue: 4 July to August 2020 www.ijsmsjournal.org © 2020, IJSMS Page 41 Employee Engagement and Organizational Performance among Multigenerational Workforce in a Private Non-Sectarian School Roel D. Juevesa¹, John Michael P. Castino² ¹Faculty, Business College, Ramon Magsaysay Memorial Colleges, General Santos City, Philippines ²Senior Program Specialist for Human Resource Development, Department of Education, Schools Division Office of General Santos City, General Santos City, Philippines Abstract - This study determined the relationship of employee engagement and organizational performance among multigenerational workforce in a private non-sectarian school. The findings of the study served as the basis in the formulation of human resource development plan. The descriptive survey and correlational research design was used employing quantitative method. The data were gathered through the survey questionnaire and administered to the one hundred fifty (150) respondents composed of employees from teaching and non-teaching personnel. The data gathered were analyzed through frequency, percentage, weighted mean and pearson correlation. The findings of the study revealed that Baby Boomers, Generation X, and Generation Y “agreed” that their employee engagement has positive correlation to organizational performance. Therefore, the null hypothesis (Ho1) which states that there is no significant relationship between employee engagement when grouped by generations and organizational performance is rejected. On the overall results, the study recommends that human resource development plan which is formulated based on the findings of the study should be adopted by a private non-sectarian school in General Santos City. Keywords- Engagement, Non-Sectarian School, Performance, Workforce I. INTRODUCTION Every organization makes effort to make their employees productive. In fact, adequate training fund has been an integral component of the budgeting process with the aim of equipping employees with appropriate knowledge and skills that they can apply in the organization. However, as cited by Fitzgerald (2017) this concept can more become a reality if employees are highly engaged. Employee meeting is a place of work move toward resultant in the right circumstances for all member of an association to give of their most excellent every day, dedicated to their association goals and values, aggravated to contribute to organizational achievement, with an improved sense of their possess well-being (Macleod, 2006). However, as the organization continues to exist in the industry, its workers also changes. This is due to retirement, resignation or self-employment of existing workers. This scenario will result to hiring of new workers of an older or younger age of diverse cultural background. Thus, these varied ages among employees may lead to generation gaps in the workplace (Juevesa, 2019). The term generation is about grouping of people of the same age, thus, they shared both values, views on authorities and attitude towards work. However, there can be no definite timeframe or generational period but usually they are group in between 15 to 20 years (Weingarten, 2009). In the premise of employment, Lancanter and Stillman (2002) cited that Baby Boomers, Generation X and Generation Y are currently employed. However, Generation Z (Kogan, 2007) who are born in the year 2000 are now employing. These people in the workplace might have different culture in dealing with their jobs (Palese, et al. 2006). An altering employment scenery there place of work confront involving multigenerational variety. Business Managers are working to determine successful strategies for addressing the challenges to ensure efficient operations and organizational success (Rajput et al., 2013). Iden (2016) indicated that the multigenerational workforce presents challenges as well as opportunities for managers. Teclaw (2014) indicated