Drivers Of Employee Engagement Research Articles

The impact of workforce analytics on HR strategies for customer service excellence

This review paper explores the transformative role of workforce analytics in enhancing human resources (HR) strategies to achieve customer service excellence. By examining employee performance and customer satisfaction, the paper highlights how data-driven insights can inform HR strategies, including identifying skills gaps, developing targeted training programs, and aligning workforce management with customer service goals. The paper also addresses the challenges organizations face in implementing workforce analytics, such as data quality, analytical skills gaps, and resistance to change. Furthermore, it considers the future of workforce analytics in HR, emphasizing the integration of advanced technologies like artificial intelligence and the importance of ethical considerations. The paper concludes with practical recommendations for organizations looking to adopt workforce analytics, ensuring they can fully leverage its potential to drive employee engagement and customer satisfaction.

CSR Perceptions as Drivers of Employee Engagement: The Role of Leadership

CSR Perceptions as Drivers of Employee Engagement: The Role of Leadership

Driving Employee Engagement: Examining the Synergy of Ability, Motivation, and Opportunity-Enhancing Practices

Driving Employee Engagement: Examining the Synergy of Ability, Motivation, and Opportunity-Enhancing Practices

REMOTE WORK POLICIES: REDEFINING HR PRACTICES FOR THE DIGITAL ERA

This study investigates the impact of remote work policies and technological infrastructure on employee engagement and productivity at PT. Citra Mandiri Jaya Makmur. Using a quantitative approach with data collected from 75 employees, the research employs Structural Equation Modeling (SEM) with Smart PLS software to analyze the relationships between remote work implementation, technological infrastructure, employee engagement, and productivity. The results reveal significant direct effects of remote work implementation and technological infrastructure on both employee engagement and productivity, as well as a significant indirect effect of remote work implementation on productivity mediated by employee engagement. However, the indirect effect of technological infrastructure on productivity through employee engagement is found to be not significant. These findings highlight the critical role of effective remote work policies in enhancing employee engagement and productivity, while also suggesting the need for further exploration into the mechanisms underlying the relationship between technological infrastructure, employee engagement, and productivity. Overall, the study provides valuable insights for organizations seeking to optimize remote work strategies and technological investments to drive employee engagement and productivity in the digital era.

A Study on Employee Motivation and Practices at RG Servicez- Coimbatore

This study delves into the intricate relationship between employee motivation and organizational practices, aiming to elucidate the factors that drive employee engagement and performance within various work environments. Through a comprehensive literature review and empirical analysis, this research investigates the impact of intrinsic and extrinsic motivators, leadership styles, recognition programs, and organizational culture on employee motivation. Furthermore, the study explores best practices and strategies employed by successful organizations to foster a motivated workforce, ultimately offering insights and recommendations for enhancing employee motivation and productivity in contemporary workplaces. KEYWORDS Employee motivation, Employee engagement

Drivers of Employee Engagement in the Nigerian Public Media Sector

While much has been written on employee engagement, this research was prompted by the dearth of data on drivers of employee engagement in Nigerian public media corporations. Consequently, drawing on relevant literature, eight drivers of employee engagement viz. Leadership, Communication, Compensation/Recognition, Learning and Development Perceived Organisational Support (POS), Career Development, Job Crafting and Work Environment were selected. A mixed methodology research design involving both quantitative and qualitative techniques was used to generate data extracted from the expanded Gallup Q12 questionnaire. The data generated was analysed using mean, ranking method, regression analysis, Kendall tau-b correlation, and thematic content analysis. Empirical findings showed that the eight elements were predictors of employee engagement in the study population, with Perceived Organisation Support being the highest predictor, followed by Compensation and Rewards, Work Environment, Job crafting, Leadership, Communications, Career Development, Learning and Development (β=0.245, 0.223, 0.220, 0.214, 0.176, 0.142, 0.116 and 0.110) respectively and adjusted R2 was 0.998; P<0.0001. The study findings revealed a great need for the government as an employer of labour to devote more attention to the drivers of employee engagement in the workplace to achieve improved performance and efficiency.

Does board structure influence employee retention?: A systematic literature review

Employee Engagement (EE) has become a crucial element for the success of any organization. While psychology has conducted extensive research on EE, accounting has yet to give it the attention it deserves. This systematic literature review (SLR) was conducted to explore the linkage between corporate governance (CG) practices and factors that drive employee engagement (EED) in greater detail. The review identified several key factors influencing EED: board composition, audit committees, top leadership expertise, network power, other stakeholders’ supervision, and above-board application. In particular, the study revealed that effective CG practices have positive EE consequences, such as increased staff morale, job satisfaction, and productivity, and decreased employee turnover rates. The study underlined the importance of an employee-centric culture that encourages empowerment and fosters a sense of belonging in achieving maximum business success. It suggests that companies must create a work environment that promotes EE, provides opportunities for growth and development, recognizes employee contributions, and fosters open communication and collaboration. By leveraging these insights, companies can enhance their business operations and achieve maximum success by fostering a culture of EE and empowerment. The study concludes that businesses prioritizing EE as a core value can create a sustainable competitive advantage, increase their reputation, and attract and retain top talent.

Study on Employee Engagement in Higher Education Institutions: A Comparative study on Private and public HEIs

Employee engagement is a vital aspect in any organization, including Higher Education Institutions (HEIs). It refers to the level of commitment, motivation, and involvement of employees towards their work and the organization they work for. In the context of HEIs, employee engagement is crucial as it directly impacts the quality of education and overall performance of the institution. This paper aims to analyze and compare the level of employee engagement in private and public HEIs, and identify the factors that influence employee engagement in these institutions. According to the latest research, employee engagement is a critical factor in the success of any organization. When employees are engaged, they are more productive, motivated, and committed to their work. This study aims to explore the various factors that contribute to employee engagement and how it impacts overall organizational performance. Through in-depth interviews and surveys, we will gather valuable insights into the drivers of employee engagement and the best practices for fostering a positive and engaging work environment. Stay tuned for the results of our findings and the implications for your organization's success. Employee engagement is a multifaceted concept that is influenced by a range of factors, including leadership, communication, work culture, and job satisfaction. In order to gain a comprehensive understanding of employee engagement, it is important to consider the interplay of these various elements within the organizational context. Effective leadership plays a pivotal role in shaping the engagement levels of employees. Leaders who demonstrate empathy, provide clear direction, and support the professional development of their teams are more likely to foster a sense of purpose and commitment among employees. Additionally, open and transparent communication channels are crucial for keeping employees informed and engaged with the organization's goals and initiatives. Moreover, creating a positive work culture that promotes collaboration, recognition, and work-life balance is essential for sustaining high levels of employee engagement. Organizations that prioritize the well-being of their employees and offer opportunities for growth and advancement are more likely to experience greater levels of engagement and productivity. As we delve deeper into our research, we anticipate uncovering key insights into how organizations can leverage these factors to enhance employee engagement and ultimately drive improved performance and International Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 08 Issue: 02 | February - 2024 SJIF Rating: 8.176 ISSN: 2582-3930 © 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM28484 | Page 2 success. Stay tuned for the upcoming results that will provide actionable recommendations for enhancing employee engagement within your organization.

Examining Drivers Of Engagement And Employee Engagement In Relation To Organizational Performance- A Study Of Banking Sector In Hyderabad City

Employee engagement is the need of the hour for any organization. Organizational performance is interred linked with employees’ performance. Indeed Employee Engagement is proven to be the predictor of organizational performance from various studies and Employee performance is being impacted by drivers of employee engagement. An engaged employee performs well and this eventually yields to the organizational performance. The current study aims to find out the drivers of employee engagement and its impact on organizational performance. The study deals with 324 bank employees in Hyderabad city. Reliability is tested by using Cronbach’s alpha and correlation is done by inter item correlation. SPSS and AMOS have been applied for the present study and the conceptual model of the study has been modified based on the output of the study. The study suggested measures for the banking sector to incorporate for better organizational performance in terms of drivers of employee engagement. The findings of the study supported the conservation of resource theory (Hobfoll, 1989), demonstrating that drivers of employee engagement such as communication and work-life balance contribute to employee engagement, which in turn leads to organizational performance

AI and Machine Learning in the HR Ecosystem: Driving Employee Engagement

The primary goal of this study is to explore the potential of cutting-edge AI and ML technologies in enhancing employee engagement and streamlining Green Human Resource Management (HRM) processes. This study proposes that, given the growing convergence of technology and sustainability challenges, incorporating artificial intelligence (AI) and machine learning (ML) might considerably benefit and improve the practice of Green HRM. Various Scholarly literature was reviewed to understand the AI and ML in employee engagement. Data was collected through the distribution of standardized survey questionnaires; purposive sampling was used to identify people who are thoroughly aware of HR strategy and are involved in sustainable initiatives. Improved working conditions, higher levels of engagement, and more ambitious life goals would be portrayed in employees through the integrative approach of AI and ML technologies. Our research, therefore, contributes to knowledge of how AI-based solutions can raise employee engagement and consequently offer long-term sustainability for HR practices. The findings suggest that AI and ML driven technologies are organizational practices that may be adapted to enhance Green HRM. This, in turn, could attract more engaged employees with more sustainable HR practices and thus be more aligned with the organization’s broader sustainability and technological advancement goals.

Perceptions Matter: Do Divergent Views of Management and Colleagues on Social Climate Drive Employee Engagement Through Organizational Identification and Growth Satisfaction?

A growing body of research has explored the conditions that motivate employees to engage at work. While employees’ attitudes and behaviors are socially influenced by their significant others’ perceptions, the divergent perceptions of organizational climate are underexplored. This study examines the socio-psychological mechanisms by which employees’ and managers’ perceptions of social climate enhance employee engagement at work. Based on the postulate that “ psychological state engagement” are the primary catalyst for “ behavioral engagement,” this study presents a serial mediation model that examines the role of divergent perceptions of social climate (as characterized by cooperation, shared codes and language, benevolence, and integrity) in fostering individual engagement through the mechanisms of organizational identification and growth satisfaction. Data were collected from both managers and employees, using a time-lagged design at two-time points. The findings revealed that managers’ collective perceptions of social climate were associated with organizational identification and growth satisfaction, which in turn fostered employee engagement at work. Contrary to expectations, there was no statistically significant relationship between employees’ collective perceptions of social climate and their engagement. However, individuals who had more favorable perceptions of the social climate (compare to colleagues’ collective perception) reported higher levels of organizational identification. These results point to ways in which social climate can impact employee engagement, and underscore the importance of taking divergent perceptions of organizations into account. They advance theories on the inherent tension between individuals’ desire for inclusion and the need to maintain a sense of individuality and distinctiveness.

Unveiling People Analytics and Organizations: A Critical Literature Review

The burgeoning field of people analytics represents a paradigm shift in human resource management, driven by the digital transformation that is sweeping across organizations worldwide. This critical literature review delves into the multifaceted impacts of people analytics on organizations, emphasizing its role in transforming HR into a profit center, enhancing employee performance and well-being, and integrating artificial intelligence (AI) with HR practices. By synthesizing findings from recent studies and case examples, the review illuminates the transformative potential of people analytics alongside the complexities it introduces, such as ethical dilemmas and the challenges of workforce analytics. People analytics emerges as a pivotal tool for organizations seeking a competitive edge through data-driven decision-making. Its contributions extend beyond enhancing traditional HR functions, aiding in talent acquisition, driving employee engagement, and predicting future workforce trends. However, the adoption of people analytics and AI technologies also presents ethical considerations and necessitates a delicate balance to harness their benefits without undermining employee trust and organizational values. The review employs a systematic methodology, including thematic analysis, to explore the strategic implementation of HR analytics, ethical considerations, practical applications, and the integration of AI in HR practices. Recommendations are provided to develop a balanced approach to people analytics, establish ethical guidelines, bridge the gap between theory and practice, and foster a culture of continuous learning and adaptability. This critical examination underscores the significance of people analytics in contemporary organizational contexts, advocating for a holistic approach that considers both the opportunities and challenges posed by data-driven HR practices. As organizations navigate the digital era, embracing people analytics can lead to more effective, engaged, and sustainable workforces, provided that ethical and practical considerations are addressed.

Current Trends in Organizational Culture: Driving Employee Engagement

The research study was quantitative, non-experimental, of a causal explanatory type, the study population consisted of 45 small companies, the method was hypothetical deductive, and a Likert scale was used to collect data, the pilot test was applied that gave reliable results with a Cronbach's alpha coefficient of 0.877 for organizational culture and 0.835 for work commitment. The main objective of the study was to examine current trends in organizational culture and how they influence employee engagement in small businesses. Using Spearman's Rho, it was established that there is a significant correlation between the two variables, given that the level of significance had a value of 0.006, minus P=0.05, which allows us to validate the alternative hypothesis and reject the null hypothesis, suggest a strong correlation between organizational culture and work commitment. It highlights the importance of fostering a positive culture in these companies to improve employee engagement. The article provides insights into how companies can boost their employee engagement by paying attention to their organizational culture, which can have a significant impact on productivity and talent retention.

UNLOCKING ENGAGEMENT: EXPLORING COMPENSATION, LEADERSHIP STYLE, AND EMPLOYEE ENGAGEMENT DYNAMICS

"Unlocking Engagement: Exploring Compensation, Leadership Style, and Employee Engagement Dynamics" delves into the intricate relationship between compensation, leadership style, and employee engagement within organizational settings. Drawing upon empirical research and theoretical frameworks, this study investigates how these factors intersect and influence the overall engagement levels of employees. Through a comprehensive analysis, it uncovers key insights into the mechanisms that drive employee engagement, shedding light on strategies for optimizing organizational performance and fostering a thriving work environment.

Hybrid and virtual work settings; the interaction between technostress, perceived organisational support, work-family conflict and the impact on work engagement

PurposeThe study assessed the impact of technostress creators, work–family conflict and perceived organisational support (POS) on work engagement for employees operating within the virtual and hybrid work settings. The idea is to redefine the antecedents of work engagement in work settings that are characterised by excessive technology and work–family conflict.Design/methodology/approachData gathered from 302 academics and support staff employees at a selected university in South Africa were utilised to assess the abovementioned relationships via variance-based structural equation modelling.FindingsThe combined effect of technostress, work–family conflict and POS on work engagement indicates that work–family conflict is a critical component in the relationship between technostress and work engagement. Although POS is seen as a job resource that lessens stress, the study found that the influence of work–family conflict is stronger than that of POS; hence, a negative influence is reported on work engagement. Despite the presence of support, overwhelming technostress creators and work–family conflict issues increase demands and influence work engagement negatively.Research limitations/implicationsThe results noted that, in hybrid and virtual work settings, managers can drive employee engagement by focussing on designing more favourable work–life balance (WLB) policies, providing adequate information communication technology (ICT) support, fostering aspects of positive technology and defining the boundaries between work life and family time.Practical implicationsThe managers need to realise the detrimental effects of both technostress and work–family conflict on work engagement in virtual and hybrid work settings. Expanding the personal and job resources of individuals in hybrid and virtual settings is critical to enable them to meet the additional work demands and to manage the strain imposed by technostress. Instituting relevant organisation support has proved to be inadequate to address the challenges relating to technostress and work–family conflict. Therefore, introducing WLB policies that assist employees to set clear boundaries between work and family time to avoid burn out and spillover is critical. This is especially important when dealing with technostress creators in the remote work setting. Additionally, providing adequate ICT support as well as training related to use of different devices and software should be part of the organisational culture.Social implicationsA manageable and reasonable workload should be maintained bearing in mind the complexity and ambiguity associated with the hybrid work setting. Managers should make allowances for employees to adjust managers' schedules to accommodate personal obligations, as well as adjust employees' workloads to accommodate family responsibilities. As for the coping strategy of technostress and work–family conflict, considering the positive effects of the supportive work environment is important.Originality/valueThis study provides a model on the interaction of the redefined antecedents (technostress and work–family conflict) of work engagement in high-tech environments such as virtual and hybrid work settings.

Mediating role of workplace happiness in enhancing work engagement

PurposeThis research seeks to explain the mediating function of workplace happiness in enhancing employee engagement through the drivers of employee engagement among the IT sector employees of India.Design/methodology/approachQuantitative data were acquired from 104 respondents from the Indian IT industry via an online survey utilizing Google Forms, employing a stratified random sample method. The study hypotheses were tested using PLS-SEM.FindingsResults indicated that workplace happiness positively mediates employee engagement and drivers of employee engagement.Research limitations/implicationsThe current study followed a cross-sectional analysis where establishing causality is difficult; however, there is a scope to do longitudinal study on the same phenomenon. Research data are produced through online surveys. Possible sources of bias may be selective memory, attribution and/or exaggeration. This study covers specific variables of workplace happiness and drivers of employee engagement other variables remain unaddressed, such as COVID-19-related impacts. The nature of the industry and sample size were limited.Practical implicationsThis study shows that workplace happiness has a mediating effect on both drivers of employee engagement and employee engagement; as a result, organizations should consider the function of workplace happiness as a mediating factor when implementing drivers of employee engagement and employee engagement.Social implicationsOn the social level, this research will help organizations to understand the drivers for employee engagement and linkages between workplace happiness and employee engagement. It hopes to create more happy workplaces and have good social impact.Originality/valueThis is the first study to look into the function of workplace happiness as a mediator between the drivers of work engagement and work engagement.

Testing the Effects of Stressor Trajectory on Counterproductive Work Behavior

Counterproductive work behavior (CWB) represents a significant threat to organizations and organizational stakeholders, such that understanding the processes driving employee engagement in deviant workplace behaviors is for essential for ensuring well-being at work. Although, evidence suggests that a variety of work stressors influence counterproductive behavior in the workplace the application of this research has been constrained by a lack of longitudinal studies, that investigate the relationship between stressors and CWB over time, and a failure to examine how within-person change in job stressors can influence between-person differences in CWB. Utilizing a random coefficient modeling (RCM) approach we seek to address this limitation by investigating how job stressor change or trajectory impacts employee CWB. Our dynamic research model explores how the strength and direction of changing job stressors (e.g., increasing or decreasing levels of stress) impacts both the frequency of employee CWB and CWB trajectory with a goal of enhancing our understanding of “why” and “when” employees are motivated to engage in CWB in response to changing work experiences. We also investigate the moderating effects of temporal focus (past, present, and future) and job preservation motivation on the relationship between stressor trajectory and CWB.

Factors that Leverage the Key Drivers of Creating a Culture of Employee Engagement in the Business Process Outsourcing Company: A Qualitative Inquiry

The business process outsourcing (BPO) industry has been an essential source of job opportunities in the Philippines. However, due to the fast-paced and stressful nature of the job, attrition and productivity among the employees have always been a challenge to the top management. This phenomenological study aimed to explore and describe the various factors that leverage the key drivers of creating a culture of employee engagement in the BPO company as experienced by managers and supervisors. Ten (10) people-managers were purposively selected as participants in the study. The data was collected through interviews and focus group discussions and was analyzed using thematic analysis. Setting clear vision and goals, igniting people participation, an engagement plan that brings out the best in employees, and the employee's language of the heart emerged as four themes on the key drivers that create a culture of employee engagement. Findings also revealed two major themes in the underlying concerns that have a negative impact on employee engagement: concerns about retaining excellent performing people-managers and Rank-in-File employees, and concerns about motivating office staff and agents to perform well. It is concluded that the employees in the BPO company adhere to and manifest the appropriate practices and policies that are needed for the sustainability of the company, and these positive work attitudes have become the drivers of employee engagement. It is also recommended to formulate an employee development plan to enhance a better work environment and attain organizational success.

Drivers of Employee Engagement in the Banking Industry

This study attempts to identify the factors that drive employee engagement in the banking industry. The empirical setting of the study was fourteen Indian banks. A survey with the help of a questionnaire was conducted to collect data (n=700). Data were analyzed using multivariate data analysis techniques. A model identifying the variables that drive employee engagement was developed and tested. Results of exploratory factor analysis revealed six factors that drive employee engagement: emotional satisfaction, perceived fairness, personal development, culture, clear communication, and compensation. Results of regression analysis showed that two of these factors, i.e. emotional satisfaction and compensation were significant in the overall model. Integration of the results with the reinforcement theory suggests that satisfaction of the emotional needs of the employees and system of compensation can be systematically, selectively and differentially used in banks to align employee behaviours with behaviours typically associated with high levels of engagement and organizational success.

Team Global Logistics Pvt Ltd: driving employee engagement through employee empowerment

Team Global Logistics Pvt Ltd: driving employee engagement through employee empowerment