Employee Engagement In Organizations Research Articles

Employee Engagement In Organizations: A Study Done On The Operational Employees Of The 5-Star Hotels In Kolkata

Background: Employee engagement is one of the most recent areas of research in management. It is the basis for any organization’s success. The engaged workforce shows its physical and mental commitment, generates energy on the roles to be performed, and gives productivity to a maximum extent which helps in achieving overall business goals. Objective: The major objective of this study was to determine the level of employee engagement of the operational staff. Methodology: The questionnaire was prepared to test the knowledge, employee engagement levels, and organizational culture levels of the employees. Responses were recorded via the online medium from 100 samples (50 males and 50 females), the majority of them were in the age group of 20 to 25 years and were operational employees of 5-star hotels in Kolkata. A 5-point Likert scale was used. Result: The average knowledge score of the sample was 5.45, which indicated great awareness of the concept. The sample achieved an average score of 39.92 in employee engagement, 24.2 in job involvement, 40.59 in empowerment, and 24.78 in cognition, all of which were in the ‘high’ range. The average organizational culture score achieved by the sample was 89.57. Pearson’s correlation coefficient was calculated for the two variables, employee engagement, and organizational culture, and the correlation coefficient was, 0.534 among males and 0.569 among females. The values of the correlation coefficient indicated a positive correlation among the variables. Conclusion: The findings of this study contributed to the knowledge and understanding of the selected factors, which leads to a better understanding of organizational practices that will lead to employee engagement.

To Assess the Factors Affecting Employee Engagement in Organizations during a COVID-19 Crisis

Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through indepth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee’s and the organization’s perspectives.

Employee Engagement in Organisations During a Pandemic

Purpose: The purpose of this paper is to present the results of a study on employee engagement in organisations during the COVID-19 pandemic. Design/Methodology/Approach: The paper presents the results of a survey conducted during the pandemic among 123 employees working for organisations of various kinds. The questionnaire survey was carried out using the computer-assisted web interviewing (CAWI) methodology. The process was based on certain claims of grounded theory. Statistical analysis was carried out using basic methods of descriptive statistics, statistical tests and selected methods of multivariate statistics, including the Kaiser-Meyer-Olkin Measure of Sampling Adequacy, Bartlett's Test of Sphericity. Findings: The overall level of organisational engagement in organisations that operated during the pandemic was rated as moderate by the respondents, with the most favourably assessed issues including communication between employees and supervisors, sense of job stability, concern for the fate of the organisation, mutual inspiration to work, and employees' sense of satisfaction with being part of the organisation. The results also revealed statistically significant correlations between the different elements of organisational engagement. Practical Implications: The practical implications that arise from the results obtained in the study concern mainly the role of organisational engagement for effective operations of an organisation, including during a crisis situation, such as the COVID-19 pandemic. The results show that taking action to improve communication and cooperation, promoting the policy of equal opportunities and capabilities, fair treatment and evaluation of employees and many other instruments can foster the development of employee engagement, which brings results in the form of higher level of job satisfaction, stability and efficiency, thus improving the operations of the organisation. Originality/Value: This paper is an attempt at filling the gap in the area of the status, role and value of organisational engagement during this pandemic, which may prove to be relevant for companies given the current circumstances, as well as possible future unpredictable challenges.

To Assess the Factors Affecting Employee Engagement in Organizations during a Crisis

Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through in-depth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee's and the organization's perspectives.

Factors that Drive Employee Engagement in Organizations: A Review

Factors that Drive Employee Engagement in Organizations: A Review

Non-monetary levers to enhance employee engagement in organizations – “GREAT” model of motivation during the Covid-19 crisis

PurposeThe purpose of this paper is to identify non-monetary variables that can be leveraged by HR practitioners to enhance employee motivation and engagement in their companies. Covid-19 has plunged the corporate world into a severe crisis. Companies are struggling to conserve cash. HR managers who had used monetary levers such as salaries to motivate their staff have to now use non-monetary levers such as appreciation and career growth to keep the morale high.Design/methodology/approachThe authors have undertaken extensive literature review to identify the non-monetary variables that enhances employee motivation. Exploratory survey to validate the relevance of these variables was conducted. Operational definition of the variables is provided apart from logically grouping them into a framework that can be leveraged by HR practitioners.FindingsIn total, 20 variables were grouped into a framework of five levers called “GREAT” that expands to growth, renewal, enabling, aspirational and transparency levers. All these levers on their own and used in conjunction with other levers have shown to increase employee morale and motivation. The GREAT framework gives an additional lens for HR practitioners to evaluate their employee engagement programs using non-monetary variables.Originality/valueThis paper provides insights into this important concept of employee engagement during a crisis situation of unprecedented proportion. While employee morale is the first casualty in a crisis, it (the motivation) should be the last one to lose in a battle of this magnitude. HR managers now have a strategic framework (“GREAT”) to use to evaluate their interventions to enhance the teams’ morale.

Cultivating Employee Engagement in Organizations: Development of a Conceptual Framework

Cultivating Employee Engagement in Organizations: Development of a Conceptual Framework

Exploratory study

PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.

Effect of Happiness at Work on Employee Engagement and Intention to Stay of Hospital Employees

Employee engagement in organizations is very important, because it provides many benefits, so every employee must have a sense of being engaged. The purpose of this study was to determine the effect of happiness at work on both employee engagement and intention to stay of hospital employees. The current research was an observational analytic. The research design used was cross sectional. The sample size was 154 respondents. The sampling technique used was Proportional Random Sampling. Data analysis was conducted with PLS. Based on the results of analysis and discussion, it is concluded that happiness at work has positive and significant relationship with employee engagement; employee engagement has positive and significant relationship with intention to stay; and happiness at work has no direct relationship with intention to stay, but has relationship through employee engagement.

Employee Engagement Revisited

Engaging employees has always been a startling challenge for any organisation. Despite gaining great significance, there prevails certain paucity on the academic literature front on employee engagement and more so an equal measure of perplexity in implementation of the concept of employee engagement in organisations. Still we find on at regular intervals, various definitions being formulated and getting circulated and also the process of engaging employees being practised and measured in organisations in different indigenous ways. Engaging Employees as a concept has been gaining prominence in the recent past as many organisations believe the process of engaging employees is a vital step to attain competitive advantage in their respective industry And in furtherance to this many research bodies have found in their studies that corporate outcomes validate strong linkage between performance of organisation and employee engagement For Instance, Research by Gallup Organization revealed that organisations that are highly committed to engaging employees are highly productive by 18% and highly profitable by 12% than other organisations in the industry. Further, the studies also point out that employee engagement as such on its definition and implementation, there exists a wide range of vagueness. Moreover, there also exists a gap between the literature available about the employee engagement and its implementation of the same in the organisation. This apparently proves that the concept of employee engagement is still at its early stages and need further exploration. The primary focus of this review paper is to highlight the need to enhance the existing knowledge on Employee Engagement by critically evaluating the prevailing literature on engaging employees and reporting the concerns regarding the shortfalls of what employee engagement actually needs to be effectively implemented. To start with, this review paper is based on observations from few articles that is being reviewed by other researchers, working papers, textbooks, and other published resources relevant to the concept of engaging employees from its etymology to its existing form. It is also based on articles sourced from on-line journal databases such as Research gate, Emerald Full text and Shoudhganga etc. This review paper also aims to identify and highlight the gaps in recognising influencers of Employee engagement. As it was observed there were ambiguity in identifying influencers and also that not much importance has been given to few influencers of employee engagement, such as organisational image, management and meaningfulness in job allocated to the employees. Also there is a need for future researches on few external factors having much indirect impact on the engagement level of the employees. Hence considering all of the above, following set of questions are being taken up for discussion in this review paper 1. How did the concept of engaging employees come into existence? 1.a. How was the definition derived? 1.b How was it implemented in phases ? 1.c What are the influencers of employee engagement? 2. How does the factor management aid to the concept of engaging employees? 3. How does the factor organisation image aid to the concept of engaging employees? 4. How does the factor meaningfulness in job aid to the concept of engaging employees?

Psychological Empowerment and Employee Engagement

There is an increasing interest in investigating antecedents of employee engagement at workplace. The present article examines the role of psychological empowerment as an antecedent of employee engagement in organizations and simultaneously explored the mediating role of constructive deviance. Data was collected from 233 Indian IT sector employees. A mediation effect was documented through multiple regression analysis suggested by Barron and Kenny. Findings suggest that both psychological empowerment and constructive deviance positively affect employee engagement while constructive deviance acts as significant mediator between them. Theoretical and practical implications of the findings are discussed.

Leader behaviour to achieve employee engagement in Ghana: a qualitative study

PurposeThe purpose of this paper is to identify the behaviour of leaders that enhances employee engagement (EE) in organisations. It locates the importance of EE and the role leaders play within the public sector in a developing country and finds answer to the question on the behaviour of the leader that causes employees to be engaged.Design/methodology/approachThe paper uses qualitative method to identify the behaviour of leaders that causes and enhances employees to be engaged. It proposes a framework outlining what the leader does to ensure EE.FindingsBased on results of data analysed, six behaviours of leaders were identified: seeking employee welfare and caring; openness and information flow; conscientiousness; good and cordial relationship; fairness and trust and lastly involvement in decision making.Research limitations/implicationsLimitation of the study was that it did not focus on the entire public sector but was carried out in only one company. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm the leader behaviour identified. Again, a comparative study between public and private sector organisations could be carried out to ascertain if there are differences in the behaviour of the leaders that cause employees to be engaged in these two different sectors.Practical implicationsThe study develops a framework outlining behaviour which leaders within organisations could exhibit to enhance EE and thus organisational success.Originality/valueThe paper provides a framework that shows leader behaviour that causes EE in organisations in a developing country. This framework will be helpful to leaders in organisations to behave in specific ways to enhance EE and for researchers who want to conduct research in this field of study.

An integrative literature review on employee engagement in the field of human resource development: exploring where we are and where we should go

Numerous studies on employee engagement in the HRD (human resource development) field have contributed to the promotion of employee engagement in organizations, yet issues and challenges remain. The purpose of this study is to investigate how employee engagement has been discussed in four representative HRD journals: Human Resource Development Review (HRDR), Human Resource Development International (HRDI), Human Resource Development Quarterly (HRDQ), and Advances in Developing Human Resources (ADHR). We conduct a literature review based on Torraco’s (Hum Resour Dev Rev 4(3):356–367, 2005) framework, resulting in the selection of 24 articles for further review: 10 empirical articles and 14 conceptual articles. These articles are then classified, summarized, and synthesized by year of publication, research type and aim, and analysis of findings. Based on the results of the literature review, we analyze and identify the current state of employee engagement research in the HRD field and suggest implications for HRD scholars and practitioners.

Training and Skill Development for Employee Retention and Performance Enhancement in Banks

Private and public sector banks are rigorously competing with one another to face the challenge and also equipping their employees to successfully transform themselves, a process started in the nineties in the banking sector. The economies have been profoundly affected across the globe because of the forceful effect of globalization and deregulation. Training and Skill development therefore is of utmost importance, as in the banking sector it strengthens the organization on one hand by helping it in realizing objectives, vision and dreams, and on the other hand helps the employees in performing better. This synergistic approach helps in meeting out the most critical factor in an organization Employee Engagement which is considered to be the key measure for organizational performance in the twenty first century. Training and Skill development thus plays a key role in addressing the issues of talent retention and performance enhancement by making the employees visualize the gap between what they are currently and what status they could attain by bridging this gap through training programs. An organization can thus achieve high levels of business success by having a Workforce which is highly engaged and possesses knowledge, necessary skills and expertise.

Leadership style and service orientation: the catalytic role of employee engagement

PurposeThe purpose of this paper is to explore the roles of leadership style and employee engagement (EE) as drivers of service orientation (SO). The competing models approach used in this study examines three models of influence on SO. The first model evaluates the influence of leadership on SO, the second focuses on the influence of EE on SO and the third explores the influence of leadership on SO through EE. The study provides evidence to support that the relationship between leadership styles and SO is impacted by EE. The results suggest that organizations need to develop systems and processes that focus on the employee and EE for definitive service outcomes. At a theoretical level, the paper provides a direction for further exploration of an integrated theory of leadership and engagement to drive SO in organizations.Design/methodology/approachThis empirical study uses a cross-sectional descriptive design. Hierarchical regression and mediation analysis were applied to process the data that were collected from more than 400 front-line employees from five service sector organizations in the Delhi-National Capital Region (Delhi-NCR) of India using validated instruments.FindingsThe results from this study reveal both direct and indirect relationships among the variables. EE emerged as a critical variable that influences SO of employees. EE partially mediates the transformational leadership style-SO relationship and also the passive-avoidant-SO relationship and it fully mediates the transactional leadership-SO relationship. While all relationships of leadership-engagement, leadership-SO and engagement-SO are significant, the mediating effects accentuate the importance of EE in organizations.Practical implicationsLeadership style on its own has a direct bearing on EE and SO of employees, the three associations are significantly impacted under the mediating influence of EE. With EE emerging as a critical factor, organizations need to ensure engaging behaviors are measured and enhanced throughout the employee-life-cycle including hiring, training, rewarding and managing performance. The results of the study suggest that an integrated approach of developing and inculcating leadership styles that drive EE could be the basis for leadership development programs especially in the service sector organizations.Originality/valueThe originality of the paper is derived from the three variables studied in the context of the sample characteristics (front-line employees, young), industry sector (across service sector) and geographical location (Delhi-NCR-India). Not many empirical studies on these variables are available from the region. The empirical evidence on the influence of EE adds weight to the growing strategic importance of EE in organizations. The research also highlights leadership and EE together influence specific employee attitudes and behavior (SO).

Importance of Management Level Employee Engagement in Organizations

Importance of Management Level Employee Engagement in Organizations

The Influence of Organisational Employee Engagement Strategies on Organisational Citizenship Behaviour within Retail Banking. A Case of Amatole District Municipality

This study aims to investigate the influence of employee engagement strategies on organisational citizenship behaviour within the retailing banking industry. A survey design was used to realise the research objectives. The sample population was 180 employees of the retail banking sector in Amatole District. A self-designed questionnaire on employee engagement was used as a measuring instrument together with Gallup’s workplace audit questionnaire and Organisational Citizenship Behaviour Measure designed by Podsakoff and MacKenzie (1994). Stratified sampling was used to select respondents. Data was analysed with the SPSS version 19.0. The study identified the chain relationship between employee engagement strategies and organisational citizenship behaviours using the social exchange theory. Results showed that employee engagement leads to increased display of organisational citizenship behaviour by employees. In addition, employee engagement was found to be in itself a form of behavioural transformation, which had effects on the employee involved. . Identified engagement strategies include working conditions, home life balance and wellness among others. DOI: 10.5901/mjss.2014.v5n6p53

Fostering employee engagement in organisations: a conceptual framework

In recent times, the importance of employee engagement has been well acknowledged, but the understanding of the factors that impact engagement needs deeper study. This paper focuses on the existing literature on employee engagement and the engagement practices in leading organisations. Through the use of suitable concepts and practices, a conceptual framework has been developed that can help foster employee engagement in organisations. This paper brings into focus suitable propositions that need to be managed to enhance employee satisfaction and commitment. It also brings forth relevant propositions that organisations should consider to develop employee motivation and advocacy. The paper concludes that employee engagement can be fostered in organisations by focusing on the propositions given in the conceptual framework.

Performance Management at the Wheel: Driving Employee Engagement in Organizations

Based on a study conducted in a large corporation (XINC, a pseudonym) and other research, it appears that performance management can be used to increase levels of employee engagement. We begin this article with a discussion of employee engagement, define engaged employees as those who feel involved, committed, passionate, and empowered, and demonstrate those feelings in work behavior. We then discuss an expanded view of performance management, conceptualizing it as five major activities that serve to organize relevant behaviors shown to be either direct or indirect predictors of employee engagement in the study at XINC. These major activities include setting performance and development goals, providing ongoing feedback and recognition, managing employee development, conducting mid-year and year-end appraisals, and building a climate of trust and empowerment. In turn, we briefly discuss how each of these major activities contributes to employee engagement, suggest which activities benefit from further research, and recommend possible studies. Although there is evidence for performance management as a driver of employee engagement, we conclude there is a need for additional research that clarifies for managers which of these activities have the strongest impact on employee engagement.

A Prognostic Examination of Employee Engagement from its Historical Roots

 Abstract——In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate. This article throws light on the following objectives:- 1.To define Employee Engagement 2. To differentiate Employee Engagement from other constructs 3. To study Antecedents and Consequences of Employee Engagement 4. To analyze the Measurement issues of Employee Engagement 5.To present an overview on researching Employee Engagement 6. To conclude and recommend for better Employee Engagement in organizations