Employee Engagement Practices Research Articles

Age-considerate employee engagement strategies in SMEs: Analysis of practices and research opportunities

This paper aims to examine the crucial role of employee engagement in the operational success and resilience of small and medium-sized enterprises in the European Union, with a specific focus on the impact of age diversity on engagement strategies. Tailored engagement strategies significantly improve job satisfaction, decrease turnover rates, and promote a cohesive organizational culture. The study is based on an extensive analysis of previous research and scientific publications, providing a comprehensive overview of the current state of employee engagement practices within small and medium-sized enterprises. It explores how various age groups within the workforce perceive and react to different engagement initiatives, emphasizing the necessity for customized approaches. The paper also delves into the specific engagement tactics that have proven effective across different age demographics, such as digital tools for younger employees and recognition programs for older employees. Moreover, the paper discusses the broader implications of these findings for human resources managers and business leaders, highlighting the strategic importance of implementing age-aware engagement practices. It calls for further research to explore the long-term effects of these strategies, particularly in the context of evolving workplace dynamics and technological advancements. By adopting such tailored strategies, small and medium-sized enterprises can not only enhance employee satisfaction and retention but also foster a more innovative and adaptable organizational culture. In conclusion, this study underscores the importance of a nuanced and flexible approach to employee engagement in small and medium-sized enterprises.

Governance dynamics and the human capital disclosure-engagement paradox: a Japanese perspective

Purpose This paper aims to delve into the nuanced relationship between corporate governance dynamics, human capital disclosure and their impact on the competitive positioning of Japanese listed companies. The study primarily examines how these factors influence employee engagement, a critical determinant of overall business competitiveness. Design/methodology/approach Panel data for Japanese listed companies for FY 2019 to FY 2021 were analysed using multiple regression analyses with two models. Findings The results indicate that the presence of independent and female board members has a positive impact on human capital disclosure. Surprisingly, employee engagement was found to be negatively related with human capital disclosure, signifying a potential trade-off between transparency and engagement. Originality/value Amidst the escalating emphasis on non-financial information and corporate social responsibility, this paper unveils a previously underexplored aspect of Japanese corporate competitiveness. Specifically, this study offers a fresh empirical perspective on the relationship between corporate governance, human capital disclosure and employee engagement in Japanese listed companies, a topic with limited academic research and no legal regulations in Japan. The findings have significant implications for companies seeking to enhance their human capital disclosure and employee engagement practices, especially in light of the growing focus on non-financial information and social responsibility.

A Study on Effectiveness of Employee Engagement Practices in Teleapps

A Study on Effectiveness of Employee Engagement Practices in Teleapps

An Empirical Study on the Effectiveness of Employee Engagement Practices in the IT Sector under Labour Laws: A Case Study in Chennai

In the fast-paced and competitive environment of the Information Technology (IT) sector, the effective management of human resources has become crucial for sustaining a competitive edge. Employee engagement practices have emerged as a vital tool for organizations to enhance productivity, foster innovation, and ensure employee well-being. This study aims to examine the impact of employee engagement practices in the context of the IT sector, with a focus on compliance with labor laws, in the vibrant city of Chennai, India. Employing a mixed-methods research design, this study analyses the current state of employee engagement practices in various IT companies in Chennai. Through the collection of primary data via surveys and interviews with employees and management personnel, the study aims to understand the key factors that contribute to effective employee engagement within the IT sector. Furthermore, it investigates the extent to which these practices align with the existing labor laws and regulations in Chennai. The research also delves into the challenges faced by IT companies in implementing employee engagement strategies while adhering to labor laws. Additionally, it evaluates the role of organizational culture, leadership styles, and technological advancements in facilitating or hindering the successful implementation of employee engagement practices. The findings of this study will provide valuable insights for both policymakers and IT industry stakeholders, highlighting the significance of a holistic approach to employee engagement that considers legal compliance, organizational culture, and technological advancements. By identifying best practices and potential areas for improvement, this research endeavors to contribute to the development of effective strategies for enhancing employee engagement in the IT sector within the framework of labor laws in Chennai

Work Engagement in Higher Education Institutes of Pakistan: The Role of Skill, Motivation and Opportunity Enhancing HRM Practices

In the current business environment, organizations are giving a lot of attention to employee engagement. Therefore, the present study’s goal was to examine the connection between skill, motivation, and opportunity -enhancing HRM practices and employee engagement with respect to academic staff working in higher education, Sindh, Pakistan. The studyemploys a quantitative research design based on SPSS and Smart PLS. Data were gathered from 307 academician working in the staff working in higher education Sindh, Pakistan. The survey approach was used to gather the data for the cross-sectional research. The findings of the study show a connection between employee engagement and HRM practices. Organizations’ HRM practices gave employees more authority and engagement, which improved their performance in their jobs. The findings of the study suggest that for universities to succeed in the long run, skill, motivation, and opportunity enhancing HRM practices should be prioritized. Therefore, organizations should concentrate on and efficiently apply human resource management practices to increase employee commitment and engagement physically, cognitively, and emotionally with their work. This study extents social exchange theory, it also offers universities insight into the significance of having efficient HRM procedures to raise academicians' levels of commitment to their jobs.

The Mediating Path of Transformational Leadership: A Cross-Sectional Study in Chinese Context

Organisations that are going through transformative processes need to make sure that they have effective change management and employee engagement. Considering the function that transformational leadership plays as a mediator, this study aims to investigate the connection between employee engagement and the change management process. This research uses a cross-sectional methodology and gathers information from a wide range of people working for various companies. Employee engagement, opinions of the change management process, and transformational leadership are all measured using a standard questionnaire. Statistically, statisticians use tools like mediation analysis and correlational testing to look into the purported links. Findings indicate a strong positive correlation between change management and the variables that inspire employee engagement. The research findings have also demonstrated that transformational leadership is an important mediator between organisational change management and employee engagement. This research suggests that transformational leaders can make employee engagement an even more powerful tool for effective change management. This study shed light on the need to develop transformational leadership skills and encourage employee participation in initiatives to bring about organisational change. Organisations should prioritise strategies that enhance employee engagement, such as communication, competition, environment, management support, innovation, job characteristics, organisational system, organisational structure, reward, and workplace well-being. Moreover, the success of change management activities can be improved by investing in leadership development programmes that aim to create transformational leadership behaviours. An empirical investigation of the function that transformational leadership plays as a mediator in the connection between the process of change management and employee engagement is the contribution that this study makes to the current body of research. Businesses can improve employee engagement and leadership practices during times of transformation if they shed light on this complex interplay and gain a more profound comprehension of the factors that drive successful change implementation.

The Mediating Path of Transformational Leadership: A Cross-Sectional Study in Chinese Context

Organisations that are going through transformative processes need to make sure that they have effective change management and employee engagement. Considering the function that transformational leadership plays as a mediator, this study aims to investigate the connection between employee engagement and the change management process. This research uses a cross-sectional methodology and gathers information from a wide range of people working for various companies. Employee engagement, opinions of the change management process, and transformational leadership are all measured using a standard questionnaire. Statistically, statisticians use tools like mediation analysis and correlational testing to look into the purported links. Findings indicate a strong positive correlation between change management and the variables that inspire employee engagement. The research findings have also demonstrated that transformational leadership is an important mediator between organisational change management and employee engagement. This research suggests that transformational leaders can make employee engagement an even more powerful tool for effective change management. This study shed light on the need to develop transformational leadership skills and encourage employee participation in initiatives to bring about organisational change. Organisations should prioritise strategies that enhance employee engagement, such as communication, competition, environment, management support, innovation, job characteristics, organisational system, organisational structure, reward, and workplace well-being. Moreover, the success of change management activities can be improved by investing in leadership development programmes that aim to create transformational leadership behaviours. An empirical investigation of the function that transformational leadership plays as a mediator in the connection between the process of change management and employee engagement is the contribution that this study makes to the current body of research. Businesses can improve employee engagement and leadership practices during times of transformation if they shed light on this complex interplay and gain a more profound comprehension of the factors that drive successful change implementation.

REVOLUTIONIZING RETAIL: HR TACTICS FOR IMPROVED EMPLOYEE AND CUSTOMER ENGAGEMENT

This paper presents a critical examination of innovative Human Resources (HR) strategies in the retail sector, focusing on enhancing employee engagement and customer experience in a highly competitive market. The primary objective is to explore how advanced HR practices can be leveraged to improve both employee satisfaction and customer service quality, thereby contributing to the overall success of retail businesses. The methodology adopted for this study involves a comprehensive review of existing literature, coupled with case studies of successful retail companies that have implemented pioneering HR strategies. This approach allows for a detailed understanding of the relationship between employee engagement, customer experience, and HR practices in the retail context. Key findings suggest that employee engagement is directly linked to customer satisfaction and loyalty. HR strategies such as continuous training and development, recognition and reward systems, and fostering a positive workplace culture are instrumental in motivating employees. These strategies not only enhance employee morale and productivity but also significantly improve the quality of customer interactions and service. The paper concludes that in the dynamic and competitive landscape of the retail sector, innovative HR strategies are crucial for attracting and retaining top talent, which in turn drives better customer experiences. Retailers who invest in their employees and prioritize their engagement are more likely to achieve sustainable growth and a competitive edge in the market. The study underscores the need for retail businesses to continuously evolve their HR practices in response to changing market dynamics and employee expectations.
 Keywords: Human Resources (HR) Strategies, Retail Sector, Employee Engagement, Digital Transformation, Workforce Skills Development, HR Innovation, Talent Management, Organizational Adaptability

Enhancing Employee Productivity Through Technology System AI-Based Approaches

This research aims to address the research gap regarding the use of AI in enhancing employee productivity. The study focuses on the role of AI in employee engagement and performance evaluation. The research adopts a quantitative approach, comparing various AI-based algorithms such as random forest, artificial neural network, decision tree, and XGBoost. The study proposes an ensemble approach called RanKer, which combines these algorithms to provide performance ratings for employees. The empirical results demonstrate the efficacy of the proposed model in terms of precision, recall, F1-score, and accuracy. Additionally, the research explores the impact of AI on employee engagement, highlighting the potential for real-time monitoring, sentiment analysis, and natural language processing to create a holistic work environment that promotes clarity, skill development, recognition, and wellness. The findings suggest that the combination of AI and employee engagement can lead to increased productivity, improved communication, and a collaborative work environment. This research contributes to the understanding of how AI can be leveraged to enhance employee productivity and provides recommendations for expanding the use of AI in employee engagement practices.

Employee Engagement Practices of Public Sector Undertaking in Karnataka

Employee Engagement Practices of Public Sector Undertaking in Karnataka

A Study on Employee Engagement Practices in Private Banks in Junagadh City

A Study on Employee Engagement Practices in Private Banks in Junagadh City

Corporate Sales in the Digital Era: The Relationship between Human Resource Technology Integration and Organizational Performance

This article investigates the relationship between Human Resource Technology (HRT) integration and organizational performance within the context of corporate sales in the digital era. The research adopts a qualitative approach, utilizing interviews, document analysis, and observations to gather data from Human Resource (HR) professionals and sales professionals. The study's main objective is to uncover how the integration of HR technology influences sales strategies, employee engagement, and customer-centric practices, ultimately impacting organizational performance. The literature review delves into the digital era's impact on corporate sales, the role of HR technology, and previous studies on technology integration in HR. A conceptual framework guides the analysis, emphasizing strategic alignment, data utilization, employee engagement, and a holistic approach as key themes. Findings indicate that strategic alignment between HR and sales goals enhances sales outcomes, with data analytics playing a pivotal role in decision-making. The integration of technology fosters employee engagement and cultivates customer-centric cultures. Implications for corporate sales in the digital era highlight the importance of leveraging HR technology to align with sales objectives, harness data insights, foster employee engagement, and embrace a holistic mindset. However, the study acknowledges limitations such as sample size and contextual factors. In conclusion, this research contributes insights into the complex relationship between HR technology integration, organizational performance, and corporate sales outcomes. The findings underscore the significance of strategic alignment and data-driven decision-making, offering actionable recommendations for organizations aiming to navigate the challenges and opportunities of the digital era's corporate sales landscape.

A Study on Employee Engagement and Ethic of Friendship

This abstract presents a comprehensive overview of the relationship between employee engagement and the ethic of friendship, highlighting the potential benefits and challenges associated with cultivating friendships in the workplace. Friendship in the workplace is characterized by mutual trust, support, and a sense of camaraderie between employees. When fostered effectively, it can have a profound impact on employee engagement, job satisfaction, and overall well-being. Genuine friendships in the workplace can create a sense of belonging and encourage collaboration, leading to increased employee productivity, creativity, and loyalty. Additionally, workplace friendships have been linked to lower turnover rates and improved employee retention. Employee engagement and ethical practices are critical factors for fostering a positive work environment and enhancing organizational success. However, an often over looked aspect is the role of friendship within the workplace and its influence on employee engagement and ethical behaviour.

THE IMPORTANCE OF EMPLOYEE ENGAGEMENTIN EFFECTIVE MANAGEMENT: AN EMPIRICAL STUDY

The major objective of this present study is to let us understand, what is meant by employee engagement and why it is, crucial towards effective management. During the present research work, various factors have been discussed with respect to its effect on employee retention and their performance. It additionally helps in retaining a better level of dedication. Employee engagement can also be referred, as the level of worker’s commitment and their participation towards their organisation as well as values. The organisational success totally depends on employee’s productivity which can only be accelerated through, employee engagement practices. It was also found that employees are being praised to keep themselves most influential towards the organisations common goal. Employee engagement is rapidly, gaining popularity in different workplaces all around the world in many ways. This paper also aims to highlight, that employee engagement is a burning topic and also support towards maintaining a higher level of commitment. Through, such practices over the past few decades’, employee engagement in an organisation have been trying to improve work culture by building better work as well as customer relationships. The present study has found the satisfactory level and a positive attitude among employees and they are actively engaged towards company

A Study on Employee Engagement Practices with Special Reference Maaya Software Solution Pvt Limited Namkkal

Employee engagement is the extent that an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through their actions as an employee and their attitude towards the employer and customers. Employee engagement is high when the statements and conversations held reflect a natural enthusiasm for the company, its employees and employor

Employee Engagement Strategies and Organizational Conflict Management. A Study of Hospitality Industry in Delta State, Nigeria

The study was conducted to examine the effect of employee engagement practices on organizational conflict management. The study, anchored on the stakeholders’ theory, adopted the survey research design hence data were collected from primary sources through the use of a structured questionnaire. The population of the study consists employees of hospitality firms in Delta State, Nigeria. Findings of the study show that internal mediation, collective bargaining and alternative dispute resolution strategies have a significant positive effect on organizational conflict management. The study also finds that employee task definition has a positive but not a significant impact on organizational conflict management and concludes that workforce conflict engagement practices influence the implementation of conflict management in hospitality companies in Delta State, Nigeria. The study recommends amongst others that managers should adopt collective bargaining and alternative dispute resolution strategies since they are found to be effective in managing conflicts in organizations.

Employee Engagement Practices during the COVID19 Lockdown: Human Resource Management Challenges and a Roadmap

Employee Engagement Practices during the COVID19 Lockdown: Human Resource Management Challenges and a Roadmap

A Thematic Analysis on “Employee Engagement in IT Companies from the Perspective of Holistic Well-being Initiatives”

Attaining sustainable competitive advantage in changing paradigms of the business world is possible through highly engaged employees, and holistic well-being is considered one of employee engagement's most important drivers (Ryder, G., & Director-General, I. (2020). World employment and social outlook—trends 2020. World Employment and Social Outlook, 108.). As per the (ILO) International Labour organization's World Employment and Social Outlook report of 2020, there are more than 630 million workforces worldwide. Employers can contribute to reaching the third Sustainable Development Goal (SDG), which is "Good Health & well-being," by implementing effective health and well-being initiatives (Martin, & United Nations- SDG. (2016). Health. United Nations Sustainable Development. https://www.un.org/sustainabledevelopment/health/). The aim of this qualitative research is investigating employee engagement practices from the perspective of holistic well-being initiatives impacting employee engagement. To assess the same, employees from various IT businesses in Bangalore City were contacted to participate in semi-structured, in-depth personal interviews for data collection. The research design employed is Thematic Analysis (Braun and Clarke, Qualitative Research in Psychology 3:77–101, 2006), in which interviews conducted over calls were transcribed and coded, leading to the development of themes. Computer-Assisted Qualitative Data Analysis Software (CAQDAS)—NVIVO has been used for data analysis. A five-dimensional framework of holistic well-being is established through the literature review, forming the analysis parameters. The five dimensions are; Physical, Psychological (Mental & Emotional), Social, Financial, and Spiritual. Then the gathered data were allocated deductively to these five overarching themes. The findings of this study accentuate substantial focus on physical, psychological, and social aspects of well-being with inadequate attention towards the spiritual dimension. A lack of proper balance among the initiatives has come to notice. It is suggested that organizations evaluate the present status of the well-being of employees through specific tools, identify gaps, and formulate strategies that encompass a holistic well-being approach to enhance employee engagement positively.

Redesigning employee engagement practices in the digital era

In the ongoing climate of digital transformation, the interrelationship between employee and employer has been redefined. The technological era has caused a drastic change in business functioning and traditional hierarchies. A paradigm shift is being witnessed in production as well as service delivery models. The companies are now altering their whole corporate model from conventional to hybrid. Thus, employee engagement practices do not remain untouched by this ongoing change. Web-based technologies are transforming HR services; hence, HR professionals today need not only skills and knowledge but also their implementation via digital mode. As digitalization spreads to every corner of business functioning, its effective and significant presence in HR strategies for engaging and retaining employees will prove to be more fruitful than the traditional approach. Digitalized engagement models provide benefits not only to the organization but also to the employees, as they provide more transparency and flexibility in practice and ultimately lead the business to achieve optimum efficiency.This paper is based on secondary data, for which extensive literature reviews and information from HR magazines and news articles were gathered. An attempt has been made by the researcher to find out employee engagement practices and the role of digital innovation in employee engagement with their redesigning in changing scenarios. The paper also suggests how to engage employees more effectively by using digital technologies and to achieve greater efficiency and sustainability.

A study on employee engagement practices in the automobile industry: an employee perspective

A study on employee engagement practices in the automobile industry: an employee perspective