Employee Engagement Scores Research Articles

The Dark Side of Working in a Virtual World: An Investigation of the Relationship between Workplace Isolation and Engagement among Teleworkers

Teleworking is an alternate work arrangement that has transformed the workplace that allows workers to fulfill their job assignment from any location away from the traditional office. Although this work arrangement has been growing in popularity due to various factors such as concerns for the environment, advances in communication technologies, and the globalization of the workforce, there are growing concerns that frequent use of teleworking may cause increase perceptions of feeling isolated [1] Golden, 2001; [2] Marshall, 2007; [3] Golden & Veiga, 2006; [4] Copper & Kurland, 2002). Additionally little or no research has been conducted on how feeling isolated influence engagement among teleworkers. The purpose of this quantitative research study is to investigate the relationship between workplace isolation and engagement and to determine to what extent the relationship between workplace isolation and gender among teleworkers. A survey consisting of the Workplace Isolation Scale [2] Marshall, 2007, Employee Engagement Scale [5] DDI, 2005 and demographic factors was used to investigate the relationship between workplace isolation and engagement and used to determine the relationship between workplace isolation and gender among 472 teleworkers. Using a correlational research design, it is found there is a statistically significant relationship between workplace isolation and employee engagement. Workplace isolation scores are shown to have a strong negative correlation with employee engagement scores. A regression analysis utilizing employee engagement as the dependent variable and workplace isolation as the independent variable is conducted. The results indicate statistical significance in that workplace isolation scores predicted employee engagement scores. A two-independent-sample t test is conducted to determine if there is enough evidence to suggest the mean workplace isolation scores are related to gender. The results of the t test are inconclusive. However using descriptive statistics techniques it is discovered respondents who telework 3 to 5 days a week have lower workplace isolation means scores than those who teleworked 1, 2 and 4 days a week. Leaders of organizations can use the results of this study to assist in the development of teleworking engagement strategies that not only target reducing workplace isolation perceptions to enhance engagement for teleworkers, but also to address possible issues related to increased perceptions of isolation across gender.

The Dark Side of Working in a Virtual World: An Investigation of the Relationship between Workplace Isolation and Engagement among Teleworkers

Teleworking is an alternate work arrangement that has transformed the workplace that allows workers to fulfill their job assignment from any location away from the traditional office. Although this work arrangement has been growing in popularity due to various factors such as concerns for the environment, advances in communication technologies, and the globalization of the workforce, there are growing concerns that frequent use of teleworking may cause increase perceptions of feeling isolated [1] Golden, 2001; [2] Marshall, 2007; [3] Golden & Veiga, 2006; [4] Copper & Kurland, 2002). Additionally little or no research has been conducted on how feeling isolated influence engagement among teleworkers. The purpose of this quantitative research study is to investigate the relationship between workplace isolation and engagement and to determine to what extent the relationship between workplace isolation and gender among teleworkers. A survey consisting of the Workplace Isolation Scale [2] Marshall, 2007, Employee Engagement Scale [5] DDI, 2005 and demographic factors was used to investigate the relationship between workplace isolation and engagement and used to determine the relationship between workplace isolation and gender among 472 teleworkers. Using a correlational research design, it is found there is a statistically significant relationship between workplace isolation and employee engagement. Workplace isolation scores are shown to have a strong negative correlation with employee engagement scores. A regression analysis utilizing employee engagement as the dependent variable and workplace isolation as the independent variable is conducted. The results indicate statistical significance in that workplace isolation scores predicted employee engagement scores. A two-independent-sample t test is conducted to determine if there is enough evidence to suggest the mean workplace isolation scores are related to gender. The results of the t test are inconclusive. However using descriptive statistics techniques it is discovered respondents who telework 3 to 5 days a week have lower workplace isolation means scores than those who teleworked 1, 2 and 4 days a week. Leaders of organizations can use the results of this study to assist in the development of teleworking engagement strategies that not only target reducing workplace isolation perceptions to enhance engagement for teleworkers, but also to address possible issues related to increased perceptions of isolation across gender.

Personality as Predictor of Employee Engagement: An Empirical Study

Employee engagement has been labelled as one of the “hottest topics in management” in recent times. Moreover with an incessantly deepening “engagement gap” reported amongst employees (Kowalski, 2003), that is threatening to cripple organisational growth and productivity, it becomes imperative to advance research on the construct thus leading to a better appreciation and application of the same in the interest of the organisation. Therefore, it becomes crucial to understand whether personality acts as a predictor of employee engagement or not. Therefore, this research paper seeks to explore the relationship between personality (Five factor model [FFM]) and employee engagement of Employees of Corporation. The data for the present study is collected from 100 working executives employed in a trading corporation in New Delhi. To measure Big Five Personality Traits, the short form of the WorkPlace Big Five ProFile (WPB5) which is an abridged version of a 107-question FFM personality assessment especially designed for the workplace was used. The Employee Engagement survey is based on Kahn's model of employee engagement derived from Gallup Q12 instrument. Statistical analysis tools such as regression analysis, correlation analysis, t-test and ANOVA are being used for the purpose of analysis of data. The study indicates that there is a significant relationship between employee engagement and conscientiousness. It has also been found that the other four factors of personality namely – openness to experience, extraversion, agreeableness and neuroticism do not have any significant relationship with employee engagement. There is no significant difference in employee engagement scores of males and females and also across the three levels of management namely higher, middle and lower levels of management. Employee engagement scores of the employees in the general cadre and those in the finance cadre are same. There is no significant correlation between the number of years of service and employee engagement scores. The relationship of the FFM of Personality to employee engagement is much less studied, especially in Asian countries. And, moreover, no study of such nature was done on a sample set comprising Indians.

IMPACT OF WELLNESS PROGRAMME TO EMPLOYEE HEALTH

BackgroundThe BNZ MyWellBeing Programme was developed as a response to an increasing number of health issues in the population, particularly associated with chronic illnesses and sedentary work.AimTo stimulate employees to...

Development by a Large Integrated Health Care System of an Objective Methodology for Evaluation of Medical Oncology Service Sites.

Aurora Health Care (AHC) is the largest health care system in Wisconsin, with 14 acute care hospitals. In early 2010, a group of 18 medical oncologists became affiliated with AHC. This affiliation added 13 medical oncology infusion clinics to our existing 12 sites. In the era of health care reform and declining reimbursement, we need an objective method and criteria to evaluate our 25 outpatient medical oncology sites. We developed financial, clinical, and strategic tools for the evaluation and management of our cancer subservice lines and outpatient sites. The key to our success has been the direct involvement of stakeholders with a vested interest in the services in the selection of the criteria and evaluation process. We developed our objective metrics for evaluation based on strategic, financial, operational, and patient experience criteria. Strategic criteria included: population trends, full-time equivalent (FTE) medical oncologists/primary care physicians, FTE radiation oncologists, FTE oncologic surgeons, new annual cases of patients with cancer, and market share trends. Financial criteria per site included: physician work relative value units, staff FTE by type, staff salaries, and profit and loss. Operational criteria included: facility by type (clinic v hospital based), hours of operation, and facility detail (eg, No. of chairs, No. of procedure and examination rooms, square footage). Patient experience criteria included: nursing model primary/nurse navigators, multidisciplinary support at site, Press Ganey (South Bend, IN; health care performance improvement company) results, and employee engagement score. The outcome of our data analysis has resulted in the development of recommendations for AHC senior leadership and geographic market leadership to consider the consolidation of four sites (phase one, four sites; phase two, two sites) and priority strategic sites to address capacity issues that limit growth. The recommendations if implemented would result in significant cost savings, currently being quantified as a result of consolidation and improved efficiency. A reinvestment of these cost savings would be required to address facility expansion and program enhancement to maximize patient-centered expert care consistently across all of our remaining sites of service.

The impact of emotionally intelligent leadership on talent retention, discretionary effort and employment brand

PurposeThe purpose of this paper is to present research on the relationship between the emotional intelligence (EI) of managers and levels of engagement amongst their direct reports. The findings are discussed in terms of a business case for EI development as a strategy to improve employment brand, talent retention and productivity.Design/methodology/approachWithin three different organisations, employees completed an assessment of their engagement and the EI of their manager via an online web survey system. Correlation analyses were then performed with the data.FindingsThe EI of managers was found to meaningfully correlate with employee engagement scores. A substantial amount of the variability in direct report engagement scores was accounted for by managers' EI.Research limitations/implicationsFuture research needs to establish whether the EI of managers correlates with direct report engagement scores whilst controlling for direct reports' EI. Additionally, whether employee engagement scores improve as a result of improvements in managers' EI needs to be examined.Practical implicationsOrganisations may be able to improve their employment brand, talent retention and productivity by developing the EI of management.Originality/valueThis paper is the first to report on the empirical relationship between managers' EI and employee engagement. It will be of interest to those who are challenged with the task of improving leadership and employee engagement more broadly.

How one federal agency harnessed employee engagement as a tool for transformation

Public sector organizations must also respond to competitive threats and changing customer expectations—they just face more limitations in how they can do it. When the Federal Technology Service (FTS) in the Greater Southwest Region of GSA saw major shifts in its competitive landscape, the leaders restructured around an operating concept that empowered its people to better serve their customers. World-class employee engagement scores and impressive operating results prove they chose the right approach to organizational change. © 2006 Wiley Periodicals, Inc.

Span of control matters.

Prompted by manager concerns about span of control, a large, integrated health system set out to determine if span of control really mattered. Was there something to it, or was it just an excuse for poor performance? A team of middle managers studied the problem and ultimately demonstrated a strong relationship between span of control and employee engagement. Consequently, it was decided to add 4 management positions to note the effect. One year later, positive changes were observed in employee engagement scores in all 4 areas. This study suggests careful review of manager spans of control to address the untoward effects of large spans of control on employee engagement.

Vitamin B12 (cobalamin) deficiency in elderly patients.

Vitamin B12 or cobalamin deficiency occurs frequently (> 20%) among elderly people, but it is often unrecognized because the clinical manifestations are subtle; they are also potentially serious, particularly from a neuropsychiatric and hematological perspective. Causes of the deficiency include, most frequently, food-cobalamin malabsorption syndrome (> 60% of all cases), pernicious anemia (15%-20% of all cases), insufficient dietary intake and malabsorption. Food-cobalamin malabsorption, which has only recently been identified as a significant cause of cobalamin deficiency among elderly people, is characterized by the inability to release cobalamin from food or a deficiency of intestinal cobalamin transport proteins or both. We review the epidemiology and causes of cobalamin deficiency in elderly people, with an emphasis on food-cobalamin malabsorption syndrome. We also review diagnostic and management strategies for cobalamin deficiency.