The Influence of Managerial Roles on Organizational Performance: The Challenge of Employee Engagement – The Case of SIAD Automobile SPA

Abstract

This article examines the impact of managerial roles on organizational performance, considering employee involvement as a mediating variable. In contexts where performance relies on both managerial practices and workforce engagement, the study seeks to clarify the links between these dimensions. A positivist and quantitative approach was adopted, based on a single case study within the Algerian family firm ETS SIAD AUTOMOBILES SPA. Two surveys were administered to 68 employees and 21 managers, enabling a cross-perception analysis. Data were processed with SPSS using statistical tests such as ANOVA, Chi-square, and Pearson and Phi correlations. Results indicate a high level of employee involvement but reveal no significant relationship between managerial roles—interpersonal, informational, and decisional—and organizational performance. Employee involvement nevertheless emerges as a key driver of performance, highlighting the central role of internal communication in building sustainable performance.