Employee Engagement Research Articles

Unveiling the impact of improvement methodologies on employee engagement: Insights from central European companies

Improvement methodologies (IMs) consist of many components; however, employee engagement (EE) is particularly important in bottom-up initiated process improvement. This study aims to investigate EE with reference to IMs used by companies. EE measurement constructs focused on process improvement has been developed and verified as reliable. This study examines a sample of 380 medium- and large-sized companies. The ANOVA procedure proves that: (1) IMs support EE in companies, and (2) the absence of IMs leads to lower EE. However, support for EE is specific and does not primarily concern issues directly related to process improvement. This study also discovers the multi-use of IMs by companies. IMs such as Lean, strongly focused on EE by their assumptions, only moderately support EE in companies. The study found no exceptionally effective IM which allows for the easy gain of EE in the investigated companies’ current state of implementation. The results imply that companies are approximately halfway towards the effective use of IMs. They should rethink the use of IMs, transform their leadership style, and better motivate employees to engage in bottom-up process improvement, which is indispensable.

The Impact of E-HRM Tools on Employee Engagement

The examination of the impact of digital innovations on employee motivation and engagement is crucial given the rapid technological advancements. This study focused on digital HRM practices, such as digital interaction platforms. The results indicated that respondents generally had positive to neutral views on these practices, with big data analytics receiving the highest rating for its potential to enhance organizational performance and employee engagement. The study revealed a moderately strong positive correlation between the use of digital platforms and big data analytics, suggesting a holistic approach to digital transformation in HRM. However, a weak correlation between digital innovations and engagement suggests that the direct impact of digital tools on employee engagement is limited by other factors. Larger companies tend to implement advanced digital HRM practices more due to their greater resources. The study’s limitations include a restricted sample from the Central and Eastern European region and reliance on self-assessed data. Future studies should include more diverse regions and long-term studies, combining quantitative data with qualitative insights. Digital innovations in HRM offer promises for process improvement and data-driven decision-making, but their impact on employee engagement is complex and requires an integrated approach of technological and managerial practices.

Analysing the impact of gamification training on reinforcing the relationship of ISA employee engagement and employee task performance – empirical study

Purpose This paper aims to examine the effect of gamification training on employee task performance within the context of intellectual, social and affective (ISA) employee engagement in India. The use of gamification in training as a possible precursor to increased employee engagement is a fascinating research topic, especially as employee engagement is becoming an increasingly important factor in workplace success. Design/methodology/approach To achieve the aim of this study, 300 responses were obtained from employees in an Indian company using online surveys to quantitatively assess levels of employee engagement and task performance. Statistical tests like SPSS 20.0 and Smart PLS 3.0 were run on the collected data to see if gamification training led to significantly higher levels of employee engagement and if this engagement had an effect on task performance. Findings Result tells that social and affective engagement mediates the relationship between gamification training and employee task performance in gamification-using organisations, relative to intellectual engagement. As social and affective engagement has considerable positive effects on employee job performance and gamification training, gamification training is a critical approach for organisations to implement to increase employee engagement and, consequently, performance. Originality/value Using an innovative variable of employee engagement – specifically, ISA employee engagement – the authors have sought to establish a mediating link between gamification and employee task performance. Therefore, the study’s designs have practical value for organisations because they incorporate the ISA engagement scale into a game-based learning environment.

The Effect of Work Communication on Employee Turnover Intention

Work communication encompasses the exchange of information, ideas, and understanding between individuals or groups within an organization. Effective communication can strengthen relationships among team members, management, and employees in creating a healthy work environment. On the other hand, issues such as compensation problems and work stress are frequently experienced by employees and can lead to major challenges like high turnover rates, as faced by PT PG Rajawali II Cirebon. This research aims to determine the influence of work communication on employee turnover intention at PT PG Rajawali II Cirebon, specifically regarding employees' desire to stay or leave the organization. This research employs quantitative methods and statistical analysis with a population of 125 people, applying theories of work communication and turnover intention. The results show that 16.4% of turnover intention within the company is caused by inhibited communication. Communication at PT PG Rajawali II Cirebon is still lacking, as work errors due to employee miscommunication ultimately affect employees' intention to leave the company. The implications of this research indicate that effective work communication within an organization can strengthen relationships, enhance job satisfaction, and reduce turnover intention or the desire to leave. Based on the research results, it can be concluded that good work communication can reduce turnover intention by increasing employee satisfaction and engagement.

Inspiring Employee Engagement in Remote Work: The Influence of Leadership Communication and Trust in Leadership

ABSTRACT Remote work has become increasingly prevalent, yet more research is needed to examine the impact of effective leadership communication on employee outcomes in remote work environments. The purpose of this study is to investigate the influence of leadership communication on establishing trust with remote employees and its subsequent impact on employee engagement in remote work. A quantitative survey research design was employed, involving 527 full-time remote employees in the United States. Structural equation modeling (SEM) was used to test the proposed conceptual models. The results indicate that transparent leadership communication and the effective use of communication channels positively affect the perceived quality of leader-member conversations among remote employees, with transparent communication exhibiting a stronger influence. Furthermore, high-quality conversations helped remote employees view their leaders as competent in facilitating remote work, fostering trust and a strong relationship. Ultimately, this relationship led to increased employee engagement in remote work. This study contributes to the existing knowledge on leadership communication and its impact on employee engagement, with a specific focus on the remote work context. The findings provide valuable insights for corporate leaders and communication professionals on cultivating trust in leadership and enhancing remote employee engagement through effective leadership communication.

Enhancing employee well-being through prosocial rule-breaking: Insights from the hospitality sector

This study explores relationships of prosocial rule-breaking (PSRB) on employee well-being in the hospitality industry. The study integrates the dynamics such as employee engagement as a mediator, emotional intelligence, and job autonomy as moderating variables. It offers insights into complex dynamics shaping employee behavior and well-being of hospitality industry. The data was collected through structured questionnaire form hospitality sector. The results showed significant positive relations between PSRB, employee engagement, and well-being. Emotional intelligence appeared as a moderator, escalating the relationship between PSRB and employee engagement. Job autonomy also escalating the relationship as moderator between employee engagement and well-being.

Impact of human resource practice on work engagement and turnover intention in information technology companies

Orientation: The information technology (IT) sector, a global economic driver, faces high employee turnover because of low work engagement. This study examines the relationship between human resource management (HRM) practices and their impact on work engagement and turnover intention (TI) in IT companies.Research purpose: The primary purpose of this research article is to investigate how HRM practices influence employee work engagement and TI in the IT sector.Motivation for the study: This study is motivated by the need to address this critical issue by exploring the role of HRM practices in shaping employee engagement and TI.Research approach/design and method: The research data came from 10 IT organisations in Pune IT parks. Non-probability convenience sampling was used to collect data. Data were analysed using Structural Equation Modelling (SEM), Statistical Package for Social Science (SPSS) and Moment Structure Analysis to evaluate the hypotheses.Main findings: The study found that HRM practices such as effective communication (EC), training satisfaction (TS), performance appraisal satisfaction (PAS), pay satisfaction (PS) and opportunities for development (OFD) positively influence work engagement among IT employees. Addressing these HRM practices can enhance employee retention and engagement in the IT sector.Practical/managerial implications: Implementing these strategies can lead to a more committed and productive workforce, improving overall organisational performance and retention.Contribution/value-add: This research offers actionable recommendations for IT companies to improve employee retention and engagement, filling a gap in existing literature by focussing exclusively on the unique challenges and dynamics of the IT industry.

The Role of Employee Engagement, Empowerment and Culture in Effective Performance Management

Performance management systems (PMS) are an essential tool in shaping employee behaviour in organizations. PMSs are also an important part of today's organizations and provide a framework for improving employee performance, productivity and leadership. Previous studies have not examined how PMSs influence employee behaviour, i.e. what are the mediating and moderating roles in this relationship. This article reviews and synthesizes current scientific knowledge on the influence of performance management systems on employee behaviour and examines the role of mediating and moderating mechanisms in this relationship. A systematic review of 83 research articles published in English up to 2022 was conducted. The review investigated various mechanisms through which PMS influences employee behaviour (specifically employee commitment, motivation and satisfaction). Promising trends and research trajectories were identified through content analysis with a mediating and moderating role. The PMS influences employee behaviour primarily through three constructs - clearly set goals, properly set rewards, and effective feedback delivery. A consistent (effective) PMS subsequently contributes to employee engagement and empowerment, which mediate the relationship. Organizational culture is a moderator because it can deepen the relationship between PMS and employee behaviour. The performance-oriented organizational culture in a company helps to create an effective PMS that positively influences employee behaviour. From a theoretical perspective, this paper synthesizes the results of each research, assesses the knowledge base in our selected research area, and clarifies potential avenues for future research and trends. This research contributes valuable insights for organizations seeking to improve their PMS for sustained employee success and satisfaction, as the literature search described the impact of PMS on employee behaviour through the identification and examination of individual mediating and moderating roles. Managers who pay attention to employee engagement and empowerment can then set up activities to have a good and necessary impact on employee commitment, motivation and satisfaction.

THE INFLUENCE OF EMOTIONAL INTELLIGENCE, CULTURAL DIVERSITY IN ORGANIZATION, AND COMMUNICATION STRATEGIES ON LEADERSHIP EFFECTIVENESS IN DIVERSE WORKPLACES IN FUZHOU CITY, FUJIAN PROVINCE, CHINA

In today’s rapidly evolving business landscape, characterized by heightened complexity and relentless change, the demand for adept management is more pronounced than ever. As organizations grapple with the challenges presented by an increasingly interconnected and technologically advanced world, the need to adapt and evolve management practices becomes a paramount concern (Drejer et al., 2014; BAGU et al., 2011). The aims of this study were to investigate the factors influencing Leadership Effectiveness based on 4 aspects, namely, the Demographic Factors, the Emotional Intelligence, the Cultural Diversity in Organization, and the Communication Strategies. The quantitative method was applied. Descriptive statistics such as frequency, percent frequency, mean, and standard deviation are introduced. Various inferential statistical methods are used to test the hypothesis, particularly the Independent samples t-test, the One-way ANOVA, and the Multiple linear regression analysis. The results obtained from the study indicate that differences in Marital Status, Age, Educational Level, and Monthly Income generate differences in Leadership Effectiveness. Based on the Multiple Linear Regression analysis, all aspects of Emotional Intelligence (Self-awareness, Self-regulation, Motivation, Empathy, and Social Skills), Cultural Diversity in Organization (Diversity, Equity, Inclusion, and Belonging) and Communication Strategies (Awareness and Understanding, Communication Quality, Accessibility, and Employee Engagement) had a positive impact on Leadership Effectiveness.

The Effect of E-HRM on Workforce Agility in the Jordanian Cement Industry: The Mediating Role of Employee Engagement and the Moderating Role of Digital Innovation

The Effect of E-HRM on Workforce Agility in the Jordanian Cement Industry: The Mediating Role of Employee Engagement and the Moderating Role of Digital Innovation

Employee Engagement - A Literature Review

Employees are one of the main resources and part of the organization. They play a crucial role in running to the organization. Good relation between owner and employees is important for achieving the desired goal and better working condition, payment system, relations between employees etc. in also so important for an employee for smoothly helping to operate the business. Employee Engagement is that construct which can do all the above works effectively. For remaining the employees engaged for a long time, it is important for the employer that he recognize their work, appreciate their work when needed, allow them to participate for making any important decision making etc. In this paper, various definitions and thoughts and aspects of Employee Engagement has been explained. This is a review paper and many articles, research papers are included for studying this research paper.

Empirical Evidence of Sustainable Development Goals (SDGs) on Talent Management Practices and Employee Engagement in Government Linked Companies

Objective: The study analyzed the relationship between Sustainable Development Goals (SDGs) on talent management practices and employee engagement at Government Linked Companies (GLCs). Method: Questionnaires were distributed and gathered from 164 employees at 47 GLCs and Partial Least Square Structural Equation Modeling (PLS-SEM) technique was used to test the research hypotheses. Results and Discussion: Questionnaires were distributed and gathered from 164 employees at 47 GLCs and Partial Least Square Structural Equation Modeling (PLS-SEM) technique was used to test the research hypotheses. Among all Malaysian GLCs from various sectors available for the study, the researcher had narrowed down the selection to the 47 companies which are listed on Bursa Malaysia stock exchange (PCG, 2015). The findings discovered that four hypotheses are not supported with the finding of this study. There were significant and positive relationships between talent development and employee engagement (vigor, dedication) and talent identification and employee engagement (dedication, absorption). Originality/Value: The results of the study revealed that talent development and talent identification are pivotal in fostering employee engagement. Specifically, talent development positively correlates with vigor and dedication, underscoring the necessity for GLCs to invest in robust developmental programs that enhance employees' energy and commitment to their roles.

Cultivating Employees’ Organizational Trust through Human Resources Management Practices: The Role of Internal Communication and Employee Engagement in Jordanian Construction Sector

Cultivating Employees’ Organizational Trust through Human Resources Management Practices: The Role of Internal Communication and Employee Engagement in Jordanian Construction Sector

Sustainable human resource management and sustainable performance: mediating role of organization citizenship behavior

Purpose This study aims to investigate the influence of sustainable human resource management (SHRM) policies on sustainability performance of higher education institutions (HEIs). Furthermore, this study also examined the mediating role of organizational citizenship behavior toward sustainability (OCBS) between SHRM and HEIs’ sustainability performance. The ability motivation opportunity (AMO) and stakeholder theories are used to conceptualize the model. Design/methodology/approach Data were collected from 162 academic staff of 12 government and private universities in India by using snowball sampling method. The partial least square structured equation modeling technique was used to analyze the data. Findings The overall results suggest that SHRM, such as sustainability motivation, sustainability-building practices, green employee engagement initiatives and social considerations, significantly impact OCBS among academic staff and the sustainability performance of HEIs. These findings provide a better understanding of how to improve the sustainability performance of HEIs through SHRM and OCBS among academic staff. Originality/value This study significantly extends the growing literature on SHRM and sustainability performance by focusing on sustainable HR practices in the HEIs. To the best of the authors’ knowledge, this is one of the first studies to empirically investigate SHRM and sustainability performance in the context of education sector in India.

The Effect of Training and Work Environment on Employee Performance through Employee Engagement as an Intervening Variable

This research aims to examine the influence of Training and Work Environment through Employee Engagement on Employee Performance at PT. Coway International Indonesia. This research was motivated by employee performance which was not mentioned, so research was carried out to find out which training, work environment and Employee Engagement variables would have the most influence on employee performance at PT. Coway International Indonesia. The population in the study were employees of PT. Coway International Indonesia. Meanwhile, the research sample was taken using a purposive sampling technique and then using a saturated sampling technique, namely all members of the population were used as samples with a total of 100 respondents. This research is quantitative research using the Structural Equation Model - Partial Least Square (SEM-PLS) method. The results of the research show that Training and Work Environment have a positive effect on Employee Engagement, Training and Work Environment have a positive effect on Employee Performance, Employee Engagement has a positive effect on Employee Performance, Training has no positive effect on Employee Performance through Employee Engagement, finally the Work Environment has a positive effect on Performance Employees through Employee Engagement. After conducting research, the author suggests expanding the population to other branches, so that it can represent more answers from Coway International Indonesia employees. Coway International Indonesia throughout Indonesia. Apart from that, you can also add other supporting variables, such as Work Motivation, Job Satisfaction, Reward and Punishment and other variables that are relevant to the novelty of the research.

THRIVE

Learning is a core competency for learning designers, but formal training and development often still presents a challenge—especially for novice learning designers. This paper reports on the initial stages of a design-based research project to conceptualise a purpose-led portfolio-based training program, based on cognitive apprenticeship principles, that cultivates in novice learning designers the knowledge, skills, mindsets, and values necessary to be effective in their current roles and future careers. The evidence-based, research-informed THRIVE framework is described, alongside how it shapes specific elements of the planned portfolio. The conceptualisation of the portfolio and supporting training program focuses on ‘purpose’ as a response to changing employee needs and motivations in the modern workplace, while also preparing learning designers to thrive in their work. This has implications for how we design and deliver professional learning for learning designers, as well as deepening our understanding of employee motivation and engagement in the field.

Comparative Analysis of Leadership Styles in Public vs. Private Secondary Schools

The study's goals were to determine how leadership styles—transformational, transactional, authoritarian, democratic, and laissez-faire—differ between public and private secondary schools. Leadership styles encompass various approaches that influence team dynamics and organizational effectiveness. Understanding these styles is essential for fostering employee engagement and achieving strategic goals. The population was drawn from every high school in the Kasur district. To gather the data, multistage sampling approaches were employed. Data was gathered via a questionnaire. SPSS was used to analyze the data. Inferential statistics (Independent sample t-test) were employed. With the exception of laissez-faire leadership, the study's results showed a highly significant difference in leadership styles. Future studies should examine how environmental and cultural elements affect the efficacy of different leadership philosophies in diverse organisational contexts. Longitudinal studies could also look at how leadership philosophies change over time and how they affect workers' performance and happiness over the long run.

The Impact of Information Technology On Data-Driven Decision Making In Human Resource Management

In the contemporary landscape of human resource management (HRM), the integration of information technology (IT) has revolutionized data-driven decision-making processes. This shift is characterized by the increased reliance on data analytics, cloud computing, and advanced software applications that enable HR professionals to harness vast amounts of data effectively. As organizations strive for agility and competitiveness, the role of IT in HRM has become pivotal, influencing various aspects such as recruitment, performance management, employee engagement, and talent development. The first major impact of IT on data-driven decision-making in HRM is the enhancement of recruitment processes. Traditional hiring methods often relied on subjective assessments and limited candidate data. However, IT solutions, such as Applicant Tracking Systems (ATS) and AI-driven recruitment tools, have enabled HR managers to analyze candidates’ qualifications, experiences, and fit with organizational culture based on data-driven metrics. This not only improves the quality of hires but also reduces time-to-fill positions and enhances overall recruitment efficiency. Performance management has evolved significantly due to the integration of IT. Performance appraisal systems now utilize real-time data analytics to track employee performance against key performance indicators (KPIs). This allows HR managers to make informed decisions about promotions, training needs, and workforce planning. The implementation of continuous feedback mechanisms, facilitated by IT platforms, fosters a culture of transparency and engagement, enabling employees to take ownership of their development. IT has transformed employee engagement strategies through the use of data analytics. Organizations now leverage employee surveys and feedback tools that provide insights into employee satisfaction and engagement levels. By analyzing this data, HR professionals can identify trends, address concerns proactively, and implement targeted initiatives that enhance workplace culture and retention rates. Such data-driven approaches ensure that decisions are aligned with employee needs and organizational objectives. The role of IT in talent development cannot be overstated. Learning Management Systems (LMS) and data analytics tools provide HR managers with the capability to assess skill gaps and monitor training effectiveness. By analyzing learning outcomes and employee progress, organizations can tailor development programs that align with both individual career paths and organizational goals. This strategic alignment is crucial for fostering a skilled workforce capable of meeting future challenges. Despite these benefits, the reliance on IT in HRM also poses challenges, particularly regarding data privacy and security. As organizations collect and analyze large volumes of employee data, they must navigate complex regulations and ethical considerations to protect sensitive information. This underscores the need for robust data governance frameworks that ensure compliance while fostering a culture of trust within the organization. In conclusion, the impact of information technology on data-driven decision-making in human resource management is profound. By leveraging data analytics and advanced IT tools, organizations can enhance their recruitment processes, improve performance management, boost employee engagement, and foster talent development.It is essential for HR professionals to address the challenges of data privacy and security to maximize the benefits of IT in HRM. As technology continues to evolve, the synergy between IT and HRM will play a critical role in shaping the future of work.

The Effectiveness of Green Marketing in Starbucks: An Assessment

Green marketing practices have become increasingly significant as businesses aim to reduce their environmental impact and cater to the growing number of environmentally conscious consumers. The primary goal of green marketing extends beyond appealing to eco-conscious buyers; it also aims to generate positive environmental and societal effects. Green marketing integrates sustainability principles across various aspects of marketing, including product design, packaging, messaging, production processes, and promotion. Its importance lies in enhancing profitability, fostering brand loyalty, and attracting a new market segment that prioritizes sustainability. For instance, businesses may promote reduced emissions in manufacturing or use post-consumer recycled materials in packaging. Some also demonstrate environmental responsibility by donating a portion of sales proceeds to eco-friendly initiatives, such as tree-planting campaigns. This study examines how Starbucks' green marketing practices have contributed to its overall success, profitability, brand reputation, customer loyalty, and employee engagement. Additionally, it investigates challenges and limitations Starbucks may have faced in implementing these practices and explores potential areas for improvement. The study’s findings will provide valuable insights for other businesses aiming to adopt green marketing strategies and contribute to the broader discourse on sustainability's role in business.

Employee engagement, job satisfaction and decent work in the Zimbabwean gold mining sector

Orientation: The mining industry is a high-risk industry with demanding work environment. Often times, it encounters a myriad of problems that include failure to retain top talent due to lack of job satisfaction. Productivity of the mining companies usually decrease due to these problems.Research purpose: The study seeks to investigate the relationship between employee engagement, job satisfaction and decent work considering Kwekwe District as a case study.Motivation for the study: There is limited research conducted on the link between employee engagement, job satisfaction and decent work, particularly in the mining sector.Research approach/design and method: This study is quantitative in nature. Using the Minnesota Satisfaction Questionnaire, Decent Work Scale and Utrecht Work Engagement Scale, the data used were gathered directly from 253 miners in the gold mining environment. Structural equation modelling (SEM) was used to assess the relationship between employee engagement, job satisfaction and decent work and to test the structural model.Main findings: The results of SEM show that employee engagement is positively linked to job satisfaction; decent work is positively connected to employee engagement; and decent work positively influences job satisfaction. Further, the study indicates that decent work fully moderates the relationship between employee engagement and job satisfaction.Practical/managerial implications: The constructs of employee engagement, job satisfaction and decent work are significantly related. Human resource interventions are needed to deal with these constructs.Contribution/value-add: This research contributes to the existing body of literature by revealing the relationship between employee engagement, job satisfaction and decent work.