Employee Engagement Programs Research Articles

Strategies to Improve Employee Motivation and Performance Through the Employee Engagement Program

Employee motivation and performance are two important factors that determine the success of a company. Motivated and high-performing employees will produce high productivity and help the company achieve its goals. However, in reality, not all employees are always motivated and high performing. The aim of this research is to analyze the influence of employee engagement programs on employee motivation and performance. This research uses quantitative research methods. The approach used is a case study. Data collection techniques in this research are literature study and questionnaires. The data that has been collected is then analyzed using the SPSS program. The results of the research show that the employee management program has a positive and significant effect on the motivation and performance of employees at Company X. The employee engagement program is an effective strategy for increasing the motivation and performance of employees at Company Work.

A qualitative analysis of workers perceptions on the role of management in promoting health behaviour, informed by the COM-B model.

The primary objective of this study was to explore the viewpoints held by employees at a pharmaceutical manufacturing workplace in a middle-income country regarding management's role in promoting health behaviours in the workplace. This study used transcripts of focus group discussion from an original study that investigated employee perceptions of factors associated with healthy behaviours among South African pharmaceutical manufacturing factory workers. Participants felt that workplace managers could improve capability through health promotion strategies, supportive leadership and promoting a culture of health. They could provide opportunity through employee engagement programs and resources, and physical activity opportunities were specifically identified. This study demonstrates that managers in a middle-income country have the potential to contribute to workplace health in a range of ways that include addressing capability, opportunity and motivation of their workers.

The mediating effect of employee engagement and well-being on turnover intention in Indonesia

Employee turnover is challenging for firms, and it is usually fueled by employee stress due to their heavy workload. To minimize turnover, firms can implement various initiatives, such as employee well-being and employee engagement programs. Previous studies have examined the influence of work stress, employee engagement, or employee well-being separately on turnover intention. By exploring these factors simultaneously, this study aims to explain the roles of employee well-being and engagement as mediators in alleviating the impact of work stress on turnover. Data were collected from 425 employees working in various economic sectors (e.g., finance, education, research and development, retail, and business) in Indonesia and analyzed using the structural equation modeling (SEM) with the Lisrel 8.8 software. The results confirmed that work stress and employee engagement are factors that can directly influence turnover intention. Nevertheless, employee well-being does not have a direct impact on reducing turnover. The role of employee engagement in mediating the impact of work stress and employee well-being on turnover intention has been proven to be significant. This indicates that the company can withstand the stress that leads to employee turnover by creating jobs that make employees enthusiastically enjoy their work. Furthermore, company initiatives to create employee well-being will only be effective if those initiatives encourage employee engagement. Based on these findings, companies can develop strategies to reduce employee turnover. This can be achieved by prioritizing work stress management and improving employee well-being and engagement.

Human Resource Management Practices and Organizational Performance: Towards a Proposed Employee Engagement Program

The management of human resources in education is crucial, and failing to do so could have dire repercussions. This is due to the fact that education professionals are a key tool for attaining educational objectives and, as a result, contributing to national development. This study assessed the human resource management practices and their effect on organizational performance at School C in Shanxi Province, China. The researcher used adapted questionnaires that assessed the HRM practices in their school in terms of Compensation and benefits, training and development, and performance evaluation. Additionally, they assessed the performance of the organization based on their perceptions of its organization and governance, academic programs and curricula, institutional resources, and quality assurance. The participants in this study were 212 non-teaching employees from the various departments at School C in Shanxi Province, China. The goal of this research was to propose an employee engagement program designed to boost employee engagement, enhance HRM practices, foster a positive work environment, and ultimately improve overall organizational performance.

Optimizing Organizational Performance: A Human Resource Management Approach in Higher Education

This paper aims to analyze organizational performance optimization through human resource management at one of the tertiary institutions in Banjarmasin. This study uses a descriptive qualitative approach. Data were obtained from the results of interviews, observation, and documentation. The data analysis was carried out in stages, starting with data reduction, data presentation, and conclusion. The study results show that optimizing organizational performance through human resource management at UNISKA Banjarmasin is carried out using; a focus on achieving vision and mission targets, competitive recruitment and selection policies, employee career development, sustainable performance appraisal policies, monitoring, and evaluation. This research has implications that there are various challenges in implementing human resource management in tertiary institutions, such as limited human resources, differences in culture and values, and difficulties in flexibility. Therefore, several solutions are needed to deal with these problems, such as using technology and automation, increasing awareness of values and culture, and developing employee engagement programs.

The Relationship between Employee Engagement, Job Fit and Job Performance: An Explorative Study

This study was conducted to examine what contributes to a satisfied employee by examining a number of factors such as job fit, good communication, appreciation and clear objectives. The study also looked at the roles of the organization and individual in employee satisfaction. This study discusses employee engagement, job fit, and how to develop a successful employee engagement program. Job performance, another key success factor for organizations, was also examined. The link between job fit and performance findings has been expounded and recommendations on what can be done to improve the variable relationship has been provided. This study provides compelling information that will help to understand the advantages of having satisfied and high performing employees as well as using the power of employee engagement to ensure business sustainability. Keywords: Employee Engagement, Job fit and Job Performance

EMPLOYEE ENGAGEMENT: TURN OVER PREVENTION STRATEGIES AND THE KEY TO IMPROVING PERFORMANCE MANAGEMENT IN A MULTINATIONAL COMPANY

The purpose of this study is to prevent turnover and the key to improving performance management in a multinational company. Employee engagement is believed will enable the success for a company through several people factor such as employee performance, productivity, work safety, attendance and retention, customer satisfaction, customer loyalty, to profitability. Employee performance is one of the benefits that is resulted from a high employee engagement. Factors that affect employee engagement: Work Environment (work environment), Leadership (leadership), Team and Co-worker (team and co-worker relations), Training and Career Development (training and career) Compensation (compensation), Organizational Policies, procedures, structures and systems (organizational policies, procedures, structures, and systems), Workplace well-being (work welfare). This research method is a literature study by comparing several existing theories, previous research, and interviews with several sources in several multinational companies. The findings are still high in the company's annual turnover rate. From this research, it can be concluded that employee engagement programs must be carried out regularly in a company organization so that employees are loyal to management.

The influence of COVID-19 on employee ergonomics and employee engagement of banking employees

PurposeThe paper aims to provide insights into the influence of COVID-19 on employee engagement and ergonomics in the banking sector. The purpose of this study is understood from the perspective of impact of the pandemic on banking employees.Design/methodology/approachData for the study are collected from the employees working in the banking sector of India. The study applied the partial least squares (PLS) method of analysis to understand the relationship between employee engagement and ergonomics in the banking sector.FindingsThe findings of the study suggest results with regards to change in the perception of the employees in the bank and its influence on the work ergonomics due to pandemic. The findings indicate that banks need to develop measures and strategies for improving employee engagement programs and work ergonomics at banks.Research limitations/implicationsThe study is confined to the banking employees working in a specific region. Therefore, future research could focus more on the influence of Covid-19 on the organizational culture of the banking system and provide insight into this direction of research.Practical implicationsThis study provides directions for human resource management for developing effective practices for improving the performance of the employees in the banking sector.Social implicationsThis study offers support to the banking sector by providing insights into how it can improve the working environment and, thereby, enhance working in the banking sector.Originality/valueThis is the study that attempts to provide insights into how ergonomics is important for working in the banking sector, especially during a pandemic. The findings provide important implications for the banking sector and improve work ergonomics.

The Appropriate Work Environment for Older Employees: The Case of Slovenia

Abstract Background: The increase in population life expectancy in developed economies is also reflected in the aging of the workforce; therefore, enterprises should create an appropriate work environment for all employees, emphasizing the older ones. Objectives: The major objectives of this paper are to establish the impact of appropriate working conditions and training programs for older employees on their work motivation, as well as to establish the latter’s impact on the older employees’ work engagement in Slovenian medium-sized and large enterprises. Methods/Approach: Structural equation modeling explored the links between four constructs – appropriate working conditions, training programs, work motivation, and work engagement. Results: In Slovenian enterprises, appropriate working conditions and training programs for older employees positively impact their work motivation. Moreover, the work motivation of older employees positively impacts their work engagement. Conclusions: These findings can be useful for employers or managers for developing targeted employee motivation and employee engagement programs to leverage the talents and dedication of older employees.

Employee Engagement: An Actual Theme, in a Permanent Evolution

Modern companies are well aware of the fact that employee engagement can contribute, in a decisive manner, to the company’s competitiveness and performance. This paper’s purpose is to analyse how employees’ engagement was defined over time in the literature, in order to highlight the methods by which employees’ engagement can be determined, to identify the factors that lead to employee engagement, and to highlight how a successful employee engagement program can be developed.

Improving staff engagement and development using pharmacy professional advancement career tract program

BackgroundTo describe the benefits of an employee engagement and development program and provide an outline on how it may be adapted by other health system pharmacies. Practice innovationThe pharmacy Professional Advancement Career Tract (PACT) program has been active for over 10 years. A concept borrowed from nursing; it has become the primary employee engagement program within the pharmacy department. The program attracts self-motivated staff to participate in activities that benefit departmental operations and enhance the participant’s project management and professional skills. This has provided an opportunity for staff to demonstrate their abilities and potential for future growth. The resources needed to initiate and maintain the program are program liaisons at the site level, mentorship time, and moderate bonus payments. A vast majority of the projects were completed (including cost savings initiatives) and the beneficial outcomes gained from those outweighed the minimal cost. ConclusionDevelopment and implementation of the pharmacy PACT program was a success for both staff and the pharmacy department. This program may benefit other pharmacy departments across the nation.

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.

The efficacy of work engagement interventions: A meta-analysis of controlled trials

This review aims to assess the efficacy of controlled interventions aimed at improving the work engagement. We conducted a systematic search of online databases (e.g. PsychInfo, Eric, MedLine, EconLit), using combinations of keywords such as “work engagement”, “vigor”, “dedication”, “absorption”, “intervention”, “trial”, “control”. The search yielded 647 unique results. The eligibility criteria were a) to report a controlled intervention and b) to assess the intervention efficacy using a work engagement scale. To assess intervention efficacy, we computed the standardized differences (Cohen’s d) between the experimental and the control group, in the post-intervention measures. Using a random-effects approach, we analyzed 54 trials (Nexperimental = 4938; Ncontrol = 5190). The average effect size was weak, but statistically significant (dgeneral = .24, SE = .04, 95% CI [.16–.32], k = 54). Heterogeneity analyses indicated that variance about 74% of the between-study variance could be attributed to moderator variables (I2 = 73.73). We identified moderator variables such as the time lag between the end of the intervention (the effect decreases as the time lag increases), the intervention method (the largest effect is in the soft skills interventions), and intervention length (interventions up to 5 weeks are the most effective). The results offer a new perspective on how to implement effective employee engagement programs by HR specialists.

Peer communication improves environmental employee engagement programs: Evidence from a quasi-experimental field study

Environmental employee engagement programs promise to raise employee morale, improve social and environmental conditions and strengthen companies' financial performance. Such programs, however, sometimes fail to improve employee engagement, often because employees do not believe in the program's authenticity. This study evaluates peer communication as a mechanism for improving the credibility of employee engagement programs. We use a quasi-experimental research design in which employees from different regional offices of a single company were placed in either a treatment group that experienced a peer communication program or a control group that did not. Pre- and post-test surveys measured employees' affective, cognitive and behavioral engagement with their work. Treatment group employees showed increases in pride in the company's environmental initiatives and accomplishments, confidence in discussing its environmental record with external stakeholders, and awareness of and participation in its employee environmental programs. These changes were significantly greater than what occurred in the control groups, suggesting that the peer communication program was generally effective at improving employee engagement. These results demonstrate new modes of internal communication that can strengthen companies' environmental performance and improve employee-related outcomes.

A Study on Employee Engagement in Information Technology (IT) Industry

This study investigates various techniques employed to engage people in the organization. Since employee engagement has been discussed in the academic literature and corporate reports for more than decades; it is significant to examine the techniques and its consequences. Previous studies have been referred to formulate interview questions. Personal interview was carried out with human resource department people as well as the employees. Employees were allowed to express their opinion unconditionally. The analysis is organized into two sections around the areas of human resource management philosophies and employee engagement practices. The effectiveness of employee engagement program has also been described. The limitation of this study is that it analyses a single IT entity. Findings from various researches have been compared to justify the validity of the interview questions.

Improve employee engagement to retain your workforce.

Turnover hurts patient care quality and is expensive to hospitals. Improved employee engagement could encourage employees to stay at their organization. The aim of the study was to test whether participants in an employee engagement program were less likely than nonparticipants to leave their job. Health care workers (primarily patient care technicians and assistants, n = 216) were recruited to participate in an engagement program that helps employees find meaning and connection in their work. Using human resources data, we created a longitudinal study to compare participating versus nonparticipating employees in the same job titles on retention time (i.e., termination risk). Participants were less likely to leave the hospital compared to nonparticipating employees (hazard ratio = 0.22, 95% CI [0.11, 0.84]). This finding remained significant after adjusting for covariates (hazard ratio = 0.37, 95% CI [0.17, 0.57]). Improving employee engagement resulted in employees staying longer at the hospital.

Determinants of Employee Engagement in Hotel Industry in Malaysia. A Theoretical Model

The purpose of this paper is to examine the factors that influence the employee engagement in hotel industry in Malaysia. Four independent variables have been identified as the factors that are going to be tested in this research which are training and development, internal communication, rewards, and leadership. Effective and good employee engagement programs contribute to increase commitments, motivation, morale and innovation. Therefore, the ultimate improvements on performance and profitability of an organization and it can help all the organization to build their employee engagement among employees. This study was targeted to employees who currently work at hotel industry in Malaysia as this industry has been recognized as a potential prospect in the growth of the service industry in Malaysia. Theory of Social Exchange Theory (SET) has been chosen as underlined theory in this research.

How to counter the growing disengagement with engagement programs

Purpose How do organizations approach the issue of employee engagement for a predominantly millennial workforce? What can leadership do to reverse the trend in organizations for high employee turnover? How can the preference among millennials for their employers to provide life experience and personal growth opportunities be used by organizations for strategic benefit? Design/methodology/approach This paper reviews the author’s first hand experience as an human resource department and managing director of a FTSE 100 company and executive coach. The author’s belief is verified with evidence that suggests managers and business leaders need to appreciate that a key part of their role now is to recognize the individual dreams of the people within their organizations and enable them to realize some of these aspirations. Findings For employees to really be engaged in their work, they have to be engaged in their lives. Dream management as an employee engagement intervention has been implemented in a number of US organizations and follows a structured program of group-based coaching to help employees to pursue their whole life dreams and in doing so, become better versions of themselves. Originality/value When considering the viability of dream making as an employee engagement program within an organization, it is essential for leaders to acknowledge certain enabling or limiting factors as outlined in the article.

Study of the relationship between employee engagement and organisational effectiveness

The aim this study is to investigate the relationship between employee engagement and organisational effectiveness. Two questionnaires in relation to employee engagement and organisational effectiveness using Parsons model were designed and distributed among 184 experts and managers of Damavand Power Generation Management located in Damavand, Iran. The participants were selected using a stratified sampling method. The finding proves that there is a meaningful relationship between each of the six dimensions of internal marketing, including organisational justice, rewarding, training, employee participation, information sharing, job security and organisational effectiveness. The data analysis shows that performance of employee engagement programs in organisational justice, offering rewards, training, employee involvement, job security, and information sharing affect absorption and retention of employees and increases of their job satisfaction. Employee engagement influences organisational effectiveness, if the employee is viewed as a key stakeholder and internal customer of the organisation. Knowledge of the methods of achieving organisational effectiveness through employee engagement results in increased productivity and organisational performance. Also, management is confident about the organisation's situation. In addition, managers will reach a state of awareness in the field and be able to apply the principles of the internal marketing in employee engagement, which allows corporate planners to be able to design effective strategies.

Peer Communication Improves Environmental Employee Engagement

Environmental employee engagement programs promise to raise morale, improve environmental conditions and strengthen companies’ financial performance. TD Bank’s Green Leaders was a peer communicatio...