Drivers Of Employee Engagement Research Articles

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

<p>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.<strong></strong></p>

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

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

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.