Drivers Of Employee Engagement Research Articles

The Effect of Black Tax on Employee Engagement: The Mediating Role of Idiocentrism-Allocentrism-A Case of Pharmaceutical Industry in Zimbabwe

Employees in the Pharmaceutical industry are coming late to work and knocking off early. These actions unveiled by the employees are likely to incur economic costs on the employer, occasioned by low employee productivity. Owners of production have expressed concern over the general low staff morale in the pharmaceutical sector. While most studies have concentrated on internal job-related factors as drivers of employee engagement, this study seeks to assess employee engagement as being influenced by black tax, an external factor. The main aim of the research was to establish the influence of black tax on employee engagement, being mediated by idiocentrism-allocentrism, particularly focussing on the pharmaceutical manufacturing and retailing industry in Bulawayo, Zimbabwe. The study employed the philosophical approach of pragmatism to guide the whole research. The researcher adopted a multi-stage sampling technique supported by the census technique to pick participants from the population. Closed and open-ended questionnaires were used to collect data from qualified pharmacists who are working in both the manufacturing and retailing industry in Bulawayo. Statistical Package for Social Sciences v23 (Process v3.5 by Andrew F. Hayes) was used to test the hypothesized relationship among variables. Qualitative data were analyzed using thematic analysis. The results suggest that black tax directly influence employee engagement in the presence of a mediator (idiocentrism-allocentrism). Furthermore, the results indicate that the indirect coefficient was partially significant, which means that idiocentrism-allocentrism has a partial influence on employee engagement. The researchers recommend that management should ensure that employees are motivated all the time. They should implement an open-door policy so that employees can share their issues that affect their engagement level at work.

Cultural Intelligence and Employee Engagement in Global Virtual Teams

The extant literature has been elaborate on multiple conceptualizations of employee engagement. However, there is dearth of literature which addresses employee engagement in varied organizational contexts, one such being the context of global virtual teams (GVTs). The practitioner literature reports reduced levels of employee engagement in members of GVTs. Furthermore, it has been proposed in scholarly literature that the drivers of employee engagement might change in the context of GVTs. One such significant driver influencing employee engagement in GVTs was found to be ‘cultural intelligence’ of the GVT members. In this study, we intend to study the influence of cultural intelligence on employee engagement by testing the relationship at GVT member level and team level. The research site for this study was a global engineering, and digital technology solutions company, Cyient Ltd., headquartered in Hyderabad, India. Cyient uses GVTs to organize its work and at the time of study it had around 1500 GVTs functioning in diverse geographic locations. Data for this study was collected through a survey across Communications Business Unit of Cyient. The survey was administered to 3500 employees across several locations of which we received 827 valid responses from across 102 teams. In this study, it was found that the levels of trust in a team (both at individual and team level) partially mediated the relationship between cultural intelligence and employee engagement. It meant that apart from cultural intelligence other factors might also be effecting employee engagement in GVTs both at individual and team levels. This study empirically evaluates the relationship between cultural intelligence and employee engagement both at GVT member and GVT levels using a multilevel modeling technique.

DIFFERENTIAL DIAGNOSIS OF DIGITAL CULTURE IN STARTUP VS NON-STARTUP COMPANIES IN INDONESIA TO DRIVE EMPLOYEE ENGAGEMENT AND DIGITAL MATURITY

Digital transformation is not an easy task to do and many argues that digital culture is one of the many factors contributing to its success. Culture could lead the transformation by collaborating the whole organization towards its mutual vision and therefore could influence the employee engagement. Objective: This study assesses digital culture’s role in driving employee engagement and digital maturity when transformation intervention implemented in the organization, specifically in the start-up and non start-ups company in Indonesia. This exploration is intended for managers and leaders to understand the digital culture differences in both group of companies and to determine which opportunities they may need to improve and strengthen the company’s employee engagement and digital maturity. Methodology: The combination of Capgemini’s digital culture model, Gallup Q12’s employee engagement model and Gill VanBoskirk’s digital maturity model are used in measuring the start-ups and non start-ups. Result: The digital culture score in the start-ups company was higher than in the non start-ups, consistently in all dimensions, with corresponding higher employee engagement as well as digital maturity. Conclusion: This study suggest that the start-ups have a more developed digital culture than the non start-ups. Further research is suggested to find out which dimension of digital culture that would cause a corresponding higher employee engagement and digital maturity. It would be beneficial if the similar study is carried out in a different country so that the comparison of the start-ups culture could be analysed and learned.

Developing a measurement scale for employee engagement: a validation study in a South Korean context

PurposeThe purpose of this paper is to develop a reliable and valid measurement scale of employee engagement that can be used in human resources departments in any industry field.Design/methodology/approachThis study used the measurement development process with three steps. The first step was to generate items for measuring employee engagement. For this reason, the authors proposed an integrated conceptual model based on the results of a literature review and justify the concepts from self-determination theory and person-environment fit theory as the theoretical foundation. The second step was to determine the types of questions suitable for measurement, examining the content validity. Content validity was conducted two times by the group, academic experts and business practitioners. The last step was to examine the exploratory factor analysis (EFA), confirmatory factor analysis (CFA), multi-group analysis and reliability with 352 survey responses from the South Korean business context.FindingsFindings of the measurement scale development procedure, i.e. employee engagement, should be managed in a balanced manner in all dimensions, as it is composed of four dimensions (person engagement, work engagement, organization engagement and relation engagement) and 16 sub-factors. Additionally, organization engagement was the major factor among the four dimensions of employee engagement with the highest variance explanation. From the statistical standpoint, the employee engagement scale (EES) is possible to use in any industry field because it demonstrated not only content validity and internal consistency reliability but also the three steps of factor analysis (EFA, CFA and multi-group analysis).Research limitations/implicationsThis survey was conducted with an assistant manager located in Korea. Therefore, it will be necessary to analyze both leader and employee engagement for those who live in foreign countries. The EES is useful to leaders and human resource managers because it is applicable to managing engagement levels of employees and fosters customized training programs.Originality/valueThis is the first study to develop measurement tools for employee engagement in South Korea. In addition, most studies demonstrated that individual feeling was valued to drive employee engagement. This research, however, proposes an extended concept of employee engagement for four dimensions (person, work, relation and organization) and emphasizes the important relationship between individuals and colleagues in an organization. Based on these results, a theoretically integrated model of employee engagement was developed and a practically valid measurement tool for capturing comprehensive domains of employee engagement was proposed.

Employee engagement in brand value co-creation: An empirical study of Vietnamese boutique hotels

Although employee engagement is essential to hotel performance, few studies have identified context-specific manifestations of employee engagement in the boutique hotel business. Drawing on the service-dominant logic and dual processing theory, this study investigated the experiential and rational factors driving employee engagement in hotel brand value co-creation. Data collected from 570 employees working in boutique hotels in Vietnam showed that under the influence of organizational tenure, internal brand communication and external social media brand communication facilitate the employee perceived service climate, which, in turn, triggers employee engagement in brand value co-creation. The study provides beneficial implications for employee management in boutique hotels.

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

The purpose of this study is to first identify the predominant factors shaping frontline employee engagement and then to explore the outcomes of the employees’ engagement within the context of the service sector in Lebanon. The main theory used to ground the research is the explanatory power of the Social Exchange Theory (SET). A qualitative ethnographic method was used to explore the salient drivers and outcomes of employees’ engagement. The qualitative approach was implemented by observing and informally interviewing frontline employees, and by gathering documentary data for a greater understanding of this phenomenon. Findings show that supervisor support, organizational support, training, distributive justice and procedural justice appeared to be significant drivers of employee engagement. It was also evident that personal resources and self-efficacy have a significant moderator effect between supervisor support, distributive justice and employee engagement. Moreover, employee organizational commitment, intention to quit and organizational citizenship behaviors revealed to be the direct outcomes of employees’ engagement. This study is among the first undertaken in the Lebanese context. The findings shall help to close the gap in the reported literature about the topic and will serve HR decision makers as new knowledge for future endeavors.

The Role of the Program of Development of Corporate Culture in Moderating the Values of The Company against the Employee Engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra

This research included in the study puantitatif. While the research design used in this research is the analysis of correlation, namely the type of research conducted with the aim of detecting the extent to which variations in one factor are associated (correlated) with one or more other factors based on the correlation coefficient. The purpose of the research, namely to explain the influence and hypothesis testing by analyzing the various data in the field. In the context of this study is to obtain the facts of the phenomena that exist and find information in a factual description of the factors increase employee engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra. The population in this research is all employees PLN (Persero) Parent Unit is the Region of North Sumatra. This time recorded as many as 181 employees with the status of a permanent employee. The technique of determining the number of samples used Method Slovin so that the number of samples in this study amounted to 65 respondents. Data Collection method used in this research are primary data and secondary data. The results showed that the Values of the Company as a significant influence on the formation of Employee Engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra. PT PLN (Persero) also has a program to foster employee engagement, namely: Employee Gathering, the Visit of a Senior Leader, LIQUID and Code of Conduct. On the basis of this, the researchers enter the Program of Development of Corporate Culture as a moderating variable, with the assumption that the program is able to drive employee engagement through the value of the company. The results showed that the Program of Development of the Culture of the Company contained in PT PLN (Persero) to be able to participate moderating variable value of the Company in influencing employee engagement. This means that the understanding of the employees against the Values of the Company will be more effective with the Program of Development of Corporate Culture in PT PLN (Persero) Parent Unit is the Region of North Sumatra. Keywords: Corporate Culture, Corporate Values, Employee Engagement.

USING STRUCTURAL EQUATION MODELLING (SEM) TO CONSTRUCT THE MODEL FOR CULTIVATING EMPLOYEE EXCELLENCE THROUGH ENGAGEMENT, ENABLEMENT, AND EMPOWERMENT

This study quantitatively assessed the model of Employee Excellence with predictor constructs of Employee Engagement, Enablement, and Empowerment. The analyses utilized Structural Equation Modelling (SEM) with latent variables. The measurement model for the predictor variables used formative indicators, therefore, this study used Partial Least Square (PLS)-SEM. The research focused on eight manufacturing companies in Indonesia, with foremen as the unit of analysis, totaling as many as 257 respondents. Research findings revealed that each predictor construct has a key driver: Psychological Capital was found to be the key driver of Employee Engagement, Infrastructure for Data Sharing (which was later reconfirmed as Knowledge Management) was the key driver of Employee Enablement, and Transformational Leadership was the key driver of Employee Empowerment. The study also revealed that Employee Engagement, Enablement, and Empowerment altogether related positively and significantly with Employee Excellence. The research findings provide empirical basis for prioritizing strategic actions on the most important factors for affecting employee engagement, enablement, and empowerment, in order to foster employee excellence.

Employee engagement constructs: “CARE” model of engagement – need to look beyond the obvious

PurposeThe purpose of this article is to identify new variables that form the core building blocks of employee engagement model which can be leveraged by human resources' (HR) practitioners to develop HR strategies to drive employee engagement initiatives in their companies.Design/methodology/approachThe authors have undertaken extensive literature review to identify the variables that enhances engagement. These variables are yet to be leveraged fully in engagement models that have been developed but have the potential to impact the motivation levels of the employees. Exploratory survey to validate the relevance of these variables was conducted and subsequently these variables were grouped into a Context, Altruistic, Resonance and Enable (“CARE”) framework that can be leveraged by HR practitioners.FindingsThe changing nature of workforce, increasing diversity and tenure of jobs has resulted in changing aspirations of employees as well. The building blocks hitherto adopted by companies to craft their employee engagement strategies have to undergo a perceptible change as well. This paper offers an alternative perspective of relooking the engagement levers currently adopted by firms (work environment, autonomy, appreciation, organization support, etc.) and proposes 15 new building blocks (resonant connections, value congruence, socialization practices, micro-moments of connections, fit amongst others) which are logically grouped under CARE model over which employee engagement strategies can be built by companies.Originality/valueThis paper provides insights into this important concept of employee engagement using a set of newer constructs that can form the foundation of newer models that will drive future HR strategies to enhance engagement.

Management Planning and Employee Engagement: A Review of Literature

Management planning is one of the fundamental constructs in management research and several empirical enquiries have been conducted to assess the relationship between it and employee engagement. This study sought to investigate the effect of management planning on employee engagement. A review of extant literature on management planning and employee engagement was conducted and the major finding was that management planning has a direct effect on employee engagement. The research anchored on the Critical planning theory with a focus on small and medium scale organizations. The study recommends that managers should ensure that management planning is done effectively and comprehensively so as to drive employee engagement and ultimately, organizational performance. While it is impractical to involve all employees at all levels of planning, it is recommended that all employees are involved at varying levels of management planning as may be required so they have an opportunity to contribute to plans that will shape the future of their organizations and their respective working conditions. This involvement fosters employee engagement and will in turn enhance employee productivity and organizational performance.

Rules of Engagement: Factors Influencing Employees Engagement in Insurance Companies

Organizations are striving to find better ways of engaging their employees since many organizations have realised that workers are the most imperative resource for achieving their goals. Several research studies have been published that identify factors that drive employee engagement. Opportunities for upward feedback, effective communication systems, trust and fairness are some of the factors found to determine employee engagement. This study appreciates that a ‘one size fits’ model is effective, since the levels of engagement and its drivers differ according to organization, employees and the job itself. However, these studies had some inefficiencies including contextual and methodological deficiencies that the current study is addressing. The objective of the study was to establish factors that affect employee engagement at jubilee insurance. The study employed Cross Sectional Descriptive survey research design because the study was done at one point in time. Questionnaires were distributed to 175 respondents out of a population of 580. The study employed Factor analysis as a tool for data analysis. Results showed that four factors influence employee engagement. Management should ensure that they provide the necessary environment for employees to improve their performance in terms of increasing their employees’ skills through training and development human resource practices. The study recommends that managers ensure they have a good relationship with employee and promote teamwork in the organization as well as give prompt performance feedback to employees.

Enhancing Employee Stress Resilience (Wellness): A Study of Women Leaders in Asia Pacific

We live in an era of globalisation where technology, automation and digital networks drive disruptions in various spheres of life, work, family, health and society. They have increased productivity, ease of working and material comfort for humans worldwide, along with accelerating the pace of work and life. With the continued growth of technology, we are on the verge of Industry 4.0. The implications are changing at a fast pace and are associated with negative impact on health and wellness, as employees struggle to cope. In the last two decades, there has appeared a growing awareness of the need for total wellness, with implications for employee engagement and productivity. In the recent months, COVID-19 has caused further pressure on mental health, with employees struggling with anxiety, stress and depression, when organisations need them to be fully engaged, focused and making critical decisions. In this article, the authors highlight the need to equip employees with tools to build total resilience: physical, mental and spiritual. They propose a toolbox called ‘R-box’ (resilience box) to enhance employees’ ability to perform under stress. The toolkit is developed from the perspective that employees and leaders see themselves as corporate athletes ( Loehr & Schwartz, 2001 ) and train themselves as athletes do, so as to sustain high levels of performance and, in the process, achieve high personal growth. Considering time as a major resource constraint for low adoption, R-box uses a range of mini-interventions, focused on the four areas of ‘run’ (body movement), ‘refresh’ (nutrition), ‘restore’ (sleep) and ‘rebalance’ (mind-related). Being Strong is a programme for leaders which has been running for a few years in Asia-Pacific (APAC). ‘R-box’ is central to this programme. An exploratory study was conducted with women leaders in Southeast Asia, especially from Malaysia and Indonesia, who were a part of the Being Strong programme. In the study, the authors try to find out how the R-box toolkit, practised by the participants over 12 weeks, has impacted their ability to deal with stress and grow their resilience. This article elaborates the findings of the survey conducted in 2020, 90 days after the programme. The survey showed over 80 per cent adoption by the participants. Further, over 85 per cent of those who adopted the toolkit saw an improvement in their ability to deal with stress with enhanced resilience. This appears to demonstrate the usefulness of R-box as a powerful toolkit for enhancing resilience. Based on the above, the authors propose the study to be extended to a larger audience in Southeast Asia and beyond. They also recommend HR to play a lead role in bringing wellness, as a driver of employee engagement and productivity. This has implications for the immediate situation of COVID-19 pandemic-impacted work and life, and the future of work too.

RE-EXPLORE THE VIABILITY AND AUTHENTICITY OF GALLUP WORKPLACE AUDIT IN PRIVATE UNIVERSITY

Purpose – Employee productivity is directly affected by the employee engagement. Researchers have continuously been focused on whether people working in the organisation are satisfied with the work or not. The Gallup 12 Workplace Audit is an instrument used to measure employee engagement. The purpose of this study is to re-explore the viability of this instrument in an educational context. The secondary objective of this study is to find out if The Gallup Work Audit instrument, which is an international survey, can be used in the educational sector in the context of India for measuring faculties’ engagement. Research methodology – A cross-sectional analysis with grab sampling was used. Descriptive statistics, such as frequency counts, were used to describe the sample. Acceptable internal consistency was reached through exploratory factor analysis. Findings – First results showed that none of the items needed to be eliminated from the scale and that the scale had very high reliability. Acceptable internal consistency was reached through an exploratory factor analysis which resulted in a one-factor model of work engagement. Research limitations – The data collection for the study was limited to one major university, therefore generalisation the results must be done with great care. Implications – This study helps universities to identify their critical drivers of employee engagement, and gives them a clear understanding of their construct. Originality – This study is one of the first attempts to re-explore the viability and authenticity of Gallup Workplace Audit in educational institution (university level).

Driving Employee Engagement through CSR Communication and Employee Perceived Motives: The Role of CSR-Related Social Media Engagement and Job Engagement

Employee engagement and corporate social responsibility (CSR) are two important issues attracting an increasing amount of attention from both business communication researchers and practitioners. A theory-driven model that (1) conceptualizes employee engagement as social media engagement, job engagement, and organizational engagement, and (2) explicates how they are related to an organization’s CSR communication strategies and employee perceived CSR motives is still lacking. To place our study in the context of CSR and business communication, we proposed a strategies-motives-employee engagement model. Results from an online Qualtrics survey (n = 836) supported all our hypotheses except for the direct link between interacting CSR communication strategies and employee organizational engagement. We conducted a two-step Structural Equation Modeling (SEM) analysis to test all our hypotheses. Theoretical and practical implications of the study were discussed.

Factors that Drive Employee Engagement in Organizations: A Review

Factors that Drive Employee Engagement in Organizations: A Review

Exploring Employee Engagement Using Grounded Theory: Experiences from the Best Firms in India

A highly engaged workforce is being looked at as the means for attaining a sustainable competitive advantage in the dynamic business world. Research has shown that both the academicians and practitioners tout employee engagement to improve organizational and financial performance. However, numerous overlapping yet inconsistent definitions have created a conceptual chaos. Delineation between the academic and industrial view on employee engagement creates difficulty in operationalization of the construct. This paper explores the construct of employee engagement by conducting structured interviews of HR heads of 15 best companies to work for in India. The data obtained were subjected to thematic analysis using Grounded Theory Methodology by Charmaz (2006). The emergent themes around the notion of employee engagement led to the development of a theoretical framework comprising three dimensions (Alignment, Affectiveness and Action-orientation) of employee engagement. Various drivers of employee engagement and the challenges in engaging employees were exemplified with narratives from practitioners in the Indian context. An attempt has been made to bridge the gap between the academic and industrial view by exploring variables of the construct after taking inputs from the HR practitioners. It attempts to bring a conceptual clarity on construct which may help the organizations to develop effective engagement strategies and interventions for fostering higher engagement levels among employees.

Driving employee engagement: how personality trait and leadership style impact the process

PurposeThe purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement.Design/methodology/approachA field study involving a total of 100 participants was conducted to investigate the relationship between honesty–humility, authentic leadership and employee engagement. Hypotheses were tested using correlation and regression analyses.FindingsThe results show that honesty–humility impacts employee engagement and that authentic leadership functions as a substitute for honesty–humility.Research limitations/implicationsFurther studies are necessary to examine how honesty–humility interacts with other leadership styles. Further studies can also expand the understanding of this relationship across different cultures.Practical implicationsEmployees bring engagement to work through their individual traits but organizations can help create an environment that fosters engagement through positive leadership behavior such as authentic leadership.Originality/valueThis study extends the understanding of the role of individual differences beyond the established Big Five model, by adding the honesty–humility dimension. In addition, the authors examine the moderating effects of authentic leadership on the relationship between honesty–humility and engagement.

Drivers of employee engagement: differences by work area and gender

PurposePrevious studies have not integrated the impact of the area of study into the notion of employee engagement. The purpose of this study is to empirically measure the association between employee engagement and the two antecedent factors of perceived organizational support (POS) and employee loyalty across different areas of study.Design/methodology/approachA nationally representative survey of 2,408 adults in the USA collected by the worker representation and participation survey (WRPS) was used. A multinomial logit regression was used to estimate the impact of POS and loyalty across different areas of study.FindingsThe findings of this study consistent with the previous studies showed that POS and employee loyalty are positively and significantly associated with employee engagement. This study found by a decline in the level of support from a “lot of support” to “somewhat support,” the degree of engagement declines by about 50 per cent. Further, it found that the level of engagement changes across different areas of study. For instance, professional and skilled workers are more engaged compared to other groups of workers. The findings were similar for the variables of loyalty to supervisors and loyalty to organizations. Moreover, the findings showed that conditioned on being loyal, women are more engaged than men.Originality/valueThis is the first study that uses WRPS to understand how the level of engagement varies across different kinds of study.

Role of Sub-constructs of Psychological Capital and Transformational Leadership in Engaging Employees in Service Sector

The purpose of this study is to examine the relationship between transformational leadership (TL) and employee engagement through the mediating role of the sub constructs of psychological capital. The article has used a single cross-sectional descriptive design. The sample consisted of 450 full-time employees working in the service sector in India. The data were mainly analyzed through structural and measurement model. The result of the study revealed that TL has an influence on employee engagement. The relationship between TL and employee engagement is mediated by sub-construct hope of psychological capital. Implication of this study is of high importance for organizations continuously working to increase the level of employee engagement to further enhance competitiveness. Prior research has examined the antecedents of employee work engagement, but little is known about the role of TL and a positive psychological state, in shaping employee work engagement. Imparting TL training and style can help to generate psychological capital which will positively drive employee engagement. Organizations with transformational leaders will be able to make employees feel valued and happy by igniting feeling of hope. The engaged workforce will result in the positive social outcome. This study is original as earlier studies have not explored the important role of hope and also optimism as dimensions of psychological capital. The article supports the critical role of leadership and psychological capital in creating highly engaged employees which have not been studied in an Indian context with specific focus to the service sector.

Employee Engagement Strategies in Software Companies in Chennai

The level of enthusiasm an employee feels towards the job is called as Employee Engagement. An engaged employee cares about his performance and its effect on the organization. It is an internal state of mind that binds together work force, commitment and satisfaction in an employee. The organization has to look after its employees so that they can satisfy their customers. The management has to find out what the employees want so that the ultimate goal of organization is achieved. Strategies like Transparency, Empowerment, Purpose, Behaviour and Listening can be used to engage the employees. This study mainly focuses on the engagement strategies applied in selected software companies in Chennai and also aims to explore the strategies that drive employee engagement in software companies. This empirical paper also seeks to find the effect of the identified strategies on employee engagement..