A Multi-Dimensional Assessment of Organizational Environment: Relational Drivers of Job Engagement and Intention to Quit in Steel Distribution Companies

In the competitive steel industry, organizational culture and leadership practices play a crucial role in shaping employees’ attitudes toward work and retention. This study utilized a descriptive-correlational research design with 388 respondents to examine how these factors influence job engagement and turnover intention among employees of steel distribution companies in Metro Manila. The findings reveal that employees perceive their organizations as having a structured yet collaborative culture, with hierarchical and clan-oriented characteristics dominant, supported by moderate market- and adhocracy-oriented values. Supervisors are also perceived to demonstrate a balanced combination of laissez-faire, democratic, and authoritarian leadership styles, providing both autonomy and participative guidance while maintaining organizational structure. The results further show that employees experience high levels of job engagement and low turnover intention, indicating that they are actively involved in their work and less likely to leave the organization. Correlation analysis suggests that a strong organizational culture and effective leadership styles positively influence job engagement while simultaneously reducing employees’ intention to quit. Overall, the findings highlight that integrating supportive cultural practices with balanced leadership approaches can strengthen employee commitment, enhance job engagement, and promote workforce stability, offering valuable insights for steel sector organizations seeking to sustain performance and retain a motivated workforce in a competitive industry.