Employee Engagement Research Articles

What's Draining Your Workplace Energy and Joy? Identifying and Addressing Sources of Unhappiness to Boost Productivity and Morale

This article explores the major factors that contribute to employee unhappiness and low engagement based on organizational behavior theory and empirical research. It identifies unclear role expectations, lack of autonomy, poor leadership, and unhealthy workplace cultures as key sources of job dissatisfaction. Research shows only 30% of workers worldwide feel engaged in their jobs, indicating widespread unhappiness comes at a cost to both individual well-being and organizational performance. The article outlines specific strategies organizations can implement to address each issue, such as providing detailed job descriptions, setting clear performance goals, empowering employees with control and input, developing effective leadership skills, and fostering a positive values-driven culture. Additional considerations like workload concerns, growth opportunities, recognition programs, and coworker relations are also discussed. By understanding why jobs so often fail to inspire and implementing targeted improvement initiatives, leaders can systematically transform work into a fulfilling experience that maximizes employee potential and engagement. This enhances organizational competitiveness by differentiating companies as employers of choice.

Leading with Empathy: How Understanding Others Creates Connection and Drives Success

This article examines the role of empathy in effective leadership. Through a review of scholarly literature from fields such as psychology, management, and health sciences, the article defines empathy and distinguishes it from related concepts like sympathy. It explores how empathy involves understanding others' perspectives and experiences on an emotional level. The article then discusses four key strategies leaders can use to develop stronger empathy skills, such as active listening, perspective taking, emotional self-regulation, and storytelling. Drawing on empirical research, the potential organizational benefits of leader empathy are outlined, including increased employee trust, engagement, and well-being. Specific examples demonstrate how empathy has strengthened culture and driven performance outcomes in companies and other institutions. Finally, the article advocates for leaders to incorporate empathy more fully into their approaches to better connect with people and foster environments where individuals and teams can thrive.

The Impact of Knowledge Management on Employee Performance in Knowledge Process Outsourcing Companies in Sri Lanka

Abstract In the modern business world, organizations strive for competitive advantage. This study examines the impact of knowledge acquisition, knowledge creation, knowledge capture and storage, knowledge sharing, and knowledge application on employee performance in Knowledge Process Outsourcing (KPO) companies in Sri Lanka. The study adopted a quantitative approach, employing a structured online questionnaire distributed amongst the KPO industry employees. The data is analyzed using statistical methods such as correlation and multiple regression. According to the findings, knowledge management has a significant impact on employee performance in KPO companies in Sri Lanka. This result indicates a significant relationship between the selected knowledge management components - acquisition, creation, capture and storage, sharing, application and employee performance. However, challenges such as a lack of comprehensive knowledge management strategies, limited employee engagement, and cultural barriers are identified. The findings prove the need for KPO organizations in Sri Lanka to prioritize knowledge management strategies. The study contributes to the literature on knowledge management in the KPO industry.

A Structured Model for continuous improvement methodology deployment and sustainment: A Case Study

This research focuses on designing a clear methodology for problem-solving. It investigates the application of a defined ‘Lean’ methodology for the proactive application of process improvement activities using a phased digitized measurement and monitoring system. This case study in a Medtech organisation utilised the Plan, Do, Check, Act (PDCA) model to develop a Lean system and structure to support managing the process improvement or project management element of a Continuous Improvement (CI) framework. The results from the pilot of this study delivered financial gains and demonstrated how a robust structure and methodology to measure improvement activity and success provided a strong, sustainable foundation for customer satisfaction, efficiency, cost reduction and employee engagement improvement. It also highlighted the importance of focusing on proactive process improvement as part of a CI framework. The study provides valuable insights into the effective implementation of Lean principles and process improvement via a sustainable model, thereby contributing to the body of knowledge in this field.. This study demonstrated how the developed model supported process improvement activity underpinning the development of a wider continuous improvement culture to support Lean deployment and sustainment and that systems can drive behaviour. Additionally, this application in the healthcare manufacturing sector adds to the sparse application in the literature from this sector.

The Mediating Role of Employee Relations Climate in the Relationship Between Organizational Learning and Social Responsibility

Today, organizations face a rapidly changing environment, leading to numerous challenges that compel them to optimize their resources and assets. A crucial response to these changes is the heightened focus on human resources, which have become recognized as the most vital capital in gaining a competitive edge. By leveraging their greatest asset—human talent—organizations can significantly enhance productivity, with one effective strategy being the promotion of employee engagement. This research aims to explore the mediating role of the employee relations climate in the relationship between organizational learning and social responsibility. Utilizing a descriptive-correlational method, the study analyzed data through structural equation modeling. The findings suggest that increasing global interactions and deeper engagement with surrounding environments motivate organizations to undertake activities that foster competitive advantages, helping them adapt to complex and dynamic conditions. Many companies indicate that competitive pressures from globalization are intensifying, and an organization's capacity to manage these pressures hinges on its effective utilization of human resources. The ethical climate refers to the collective understanding among employees about appropriate behaviors and the management of ethical dilemmas within the organization. Concurrently, the employee relations climate emerges from shared beliefs about expected ethical conduct, influenced by the organization’s policies and leadership. This climate plays a pivotal role in shaping employees' ethical decisions and behaviors, creating a significant challenge for human resources as industries and knowledge demands evolve.

Finding Fulfillment: Leveraging Meaningful Feedback to Boost Worker Engagement

This article explores how organizations can design more meaningful feedback practices to boost employee engagement. Drawing on academic literature linking feedback and engagement, key drivers of the connection are identified, such as fulfilling psychological needs for competence and purpose. The brief then advocates shifting feedback focus from retrospective evaluations to forward-looking development centered on learning, growth opportunities, and stronger role alignment. Practical application examples across industries including healthcare, education, technology, and manufacturing demonstrate embedding feedback within organizational purpose and contextual priorities. Additional implementation strategies are offered, such as framing managers as coaches, emphasizing continual check-ins over annual reviews, rewarding continuous learning, and soliciting worker feedback. The conclusion asserts that by reframing routine feedback interactions to stimulate motivation, skills, and purpose-driven work, companies can transform this tool into a key lever for fostering enduring employee commitment, dedication, and fulfillment.

Losing Your Best: How Poor Leadership Can Drive Top Talent Away

This article discusses how leadership behaviors can inadvertently undermine employee engagement and drive top performers to seek new opportunities. It identifies five areas where leaders commonly fall short: lack of recognition and praise for good work, insufficient meaningful feedback, unclear career growth opportunities, poor work-life balance expectations, and deficient company-wide communication. For each area, research is presented on its importance for retention followed by an illustrative example of an employee who departed due to that specific deficiency. The article advocates for leaders to adopt strategies like regular praise, ongoing development-focused feedback, transparent career roadmaps, flexibility that respects personal well-being, and consistent messaging. When leaders make intentional efforts to strengthen these human aspects of work, it nurtures an environment where high-performing talent is motivated to stay committed to the organization long-term.

Literature Review: Analysis of the Relationship between Employer Branding, Employee Engagement, and Employee Retention

Employer branding is an essential concept that significantly influences employees' perceptions and experiences within an organization, ultimately affecting employee retention and engagement. This research aims to explore the importance of employer branding by employing a Systematic Literature Review (SLR) methodology, analyzing a diverse range of academic sources from reputable databases, including Scopus, Emerald, and Google Scholar. The inclusion criteria focused on open-access journals published in both English and Indonesian, ensuring a comprehensive understanding of the topic. The findings indicate a strong correlation between effective employer branding and increased employee retention rates. Employees are more likely to remain with organizations that present a positive brand image, showcasing a strong cultural identity and aligning with their values. Furthermore, the study highlights the significance of emotional factors, particularly employee engagement, in influencing retention. Engaged employees tend to be more productive and committed to their work, fostering a sense of belonging and loyalty to the organization. These insights underscore the necessity for companies to invest in employer branding strategies, as a well-defined employer brand not only attracts top talent but also retains valuable employees. By prioritizing employer branding, organizations can enhance workforce stability and overall performance, ultimately leading to a more motivated and dedicated workforce that drives success.

Hubungan antara Transformational Leadership dan Quality of Work Life dengan Employee Engagement pada Generasi Z

Generation Z is the generation that's less engaged in the workplace. Transformational leadership and quality of work life are two of the other factors that can affect employee engagement. This research aims to find out the relationship between transformational leadership and the quality of work life simultaneously and partially towards employee engagement. Participants of this research are 60 employees of generation z at PT. Kalimantan Prima Persada. Simple random sampling was used to select employees with the criteria of Generation Z employees and permanent employees. The instrument for data collection used a scale of employee engagement with reliability 0.911, and then a scale of transformational leadership with reliability 0.953, and scale of quality of work life with reliability 0.842. This research using online questionnaires for data collection, and data analysis techniques using multiple linear regression. The result of correlation between variables is R 0.667. The results show that there is a relationship between transformational leadership and the quality of work life both simultaneously and partially towards employee engagement. Therefore, it would be useful for companies to increase their employee engagement.

The Mediation Effect of Individual Value Conformity With the Organization in the Influence of Corporate Image and Organizational Culture on Employee Engagement of Gen Z in Jakarta

As the number of Gen Z entering companies continues to increase every year, companies must understand the characteristics of Gen Z, especially how they participate in their careers in the company. The purpose of this study is to see how the mediation of Person Organization Fit impacts the influence of Employer Branding and Organizational Culture on Employee Engagement of Gen Z in Jakarta. For this study, this quantitative model was used to distribute questionnaires to Gen Z members who have lived and worked in Jakarta for at least one year. The online distributed questionnaire consisting of 84 statements was completed by 110 valid participants. SmartPLS was used to analyse the data through hypothesis testing and measurements were made using a Likert scale (5 points). The results showed that: (1) Employer Branding affects the Person Organization Fit of gen Z in Jakarta, (2) Employer Branding affects Employee Engagement of gen Z in Jakarta, (3) Organizational Culture affects the Person Organization Fit of gen Z in Jakarta, (4) Organizational Culture does not affect Employee Engagement of gen Z in Jakarta, (5) Person Organization Fit affects Employee Engagement in gen Z in Jakarta, (6) Person Organization Fit cannot mediate Employer Branding affects Employee Engagement in gen Z in Jakarta, (7) Person Organization Fit can mediate Organizational Culture affects Employee Engagement in gen Z in Jakarta.

THE ROLE OF EMOTIONAL INTELLIGENCE IN CRISIS LEADERSHIP: EFFECTS ON EMPLOYEE MORALE AND ORGANIZATIONAL RESILIENCE

This research paper examines the role of emotional intelligence (EI) in crisis leadership and its influence on employee morale and organizational resilience. By analyzing theoretical frameworks such as Golemans Emotional Intelligence Model, Transformational Leadership Theory, and Crisis Management Theories, the study establishes the significance of EI as a critical asset for leaders navigating crises. The paper delves into how emotionally intelligent leaders-who demonstrate empathy, self-awareness, and effective communication-enhance employee morale, create a supportive work environment, and build trust during times of uncertainty. Key findings indicate that leaders with high EI can mitigate the negative emotional impacts of crises, thereby preserving morale, fostering a sense of security, and promoting collective resilience. Furthermore, the research reveals that emotionally intelligent leadership not only addresses the immediate emotional needs of employees but also contributes to long-term organizational resilience by fostering a culture of psychological safety and adaptability. Through real-world case studies, the paper contrasts the outcomes of EI-driven leadership with those of low EI leadership, highlighting the far-reaching impact on employee engagement, productivity, and overall organizational stability. The implications suggest that developing emotional intelligence in leaders is essential for maintaining a motivated and resilient workforce capable of navigating complex and unpredictable business environments. Ultimately, the research underscores the strategic importance of integrating emotional intelligence into crisis leadership to ensure sustainable organizational success and employee well-being.

Dampak Kerja Jarak Jauh pada Produktivitas Karyawan : Strategi Manajemen Humas dalam Meningkatkan Pelayanan Publik di Era Pascapandemi

This study discusses the impact of remote work on employee engagement and productivity in the post-pandemic era, focusing on public relations management and public service. The aim of the research is to analyze how the implementation of remote work affects employee performance and to identify managerial strategies that can enhance their engagement. The method used is literature research, collecting data from various relevant sources. The findings indicate that while remote work can enhance productivity, challenges such as burnout and communication difficulties persist. The implications of this research provide guidance for organizations to develop more effective remote work models that support employee well-being and encourage the adoption of appropriate technologies to enhance engagement in the workplace.

Employee engagement, telecommuting propensity, and employee performance in the virtual workplace

Employee engagement, telecommuting propensity, and employee performance in the virtual workplace

To Study the Effectiveness of Youtube and TV Advertisements on Consumer Purchasing Intention of Mobile Product in Ahmedabad

HR Solutions LLP, a reputable Ahmedabad-based HR consulting firm, is provided in this report. The study's objectives are to examine the range of services offered, the technology employed, and the effectiveness of these services in enhancing organizational performance. Using a mixed-methods approach, this study integrates qualitative data from semi-structured interviews with key stakeholders with quantitative data from structured customer surveys. Research indicates that Head Quest HR Solutions LLP employs several strategies that are tailored to meet the unique requirements of its customers. These methods improve organizational development, talent management, and employee engagement despite obstacles like assessing long-term effects and integrating advice with customer culture

Mediation of Organizational Commitment: The Relationship Between Employee Empowerment and Employee Performance

This study aims to analyze the effect of employee empowerment on employee productivity by considering the mediating role of organizational commitment. Employee empowerment is widely acknowledged as a crucial approach that enhances employee motivation, engagement, and performance. In addition, organizational commitment also contributes significantly to enhanced efficiency. This research was conducted at Fitness Plus Denpasar City using quantitative methods and involving 60 respondents through the census technique. Data was gathered through a survey and evaluated using the PLS technique. The results showed that employee empowerment has a notable and beneficial impact on the dedication and productivity of employees. However, organizational commitment has no significant effect on employee performance and does not act as a go-between when it comes to the correlation between empowering workers and their productivity. These results indicate that employee performance improvement occurs directly through employee empowerment without the mediating role of organizational commitment. This research provides important implications for organizational management to focus more on employee empowerment strategies to improve performance without relying too much on organizational commitment as a mediating factor. Future research is recommended to expand the scope of variables and use a longitudinal approach to dig deeper into the long-term effects of employee empowerment.

The Impact of Quiet Quitting on Turnover Intentions in the Era of Digital Transformation: The Mediating Roles of Job Satisfaction and Affective Commitment, and the Moderating Role of Psychological Safety

This study examines the impact of “quiet quitting” during digital transformation on job satisfaction, affective commitment, and turnover intention. A time-lagged survey was conducted over six months with two waves of data collection from full-time employees in South Korea, resulting in 258 valid responses. Using the PROCESS macro for analysis, the findings reveal that quiet quitting significantly reduces job satisfaction and affective commitment, which, in turn, increases turnover intention. Furthermore, psychological safety serves as a critical moderator, buffering the negative effects of quiet quitting on these outcomes. The study confirms that the influence of quiet quitting on turnover intention operates through the mediating roles of job satisfaction and affective commitment, and organizations with higher psychological safety are better equipped to mitigate these adverse effects. Grounded in Withdrawal Progression Theory, this study empirically demonstrates the progression of quiet quitting into turnover intention and provides strategic insights for organizations to prevent employee turnover and maintain employee engagement during digital transformation.

Efektivitas Gaya Kepemimpinan dalam Menciptakan Lingkungan Kerja

This study aims to analyze the leadership style implemented at CV Golden Mart Gunungsitoli, examine employee perceptions of this style, and identify the barriers in its application. A qualitative descriptive method was employed, involving key informants with firsthand experience regarding the company’s leadership approach. Findings indicate that leadership at CV Golden Mart tends to be centralized and control-oriented, leading to a generally negative perception among employees. Employees feel inadequately involved in decision-making processes, which negatively affects their motivation and productivity. It is recommended that company leaders adopt a more inclusive leadership approach by engaging employees in decision-making. Implementing participative leadership principles is expected to enhance employee engagement, motivation, and job satisfaction.

Exploring the Relationship between Reward Practices and Employee Engagement among County Governments in North Rift Region, Kenya

County governments in Kenya have not had systematic practices of employee engagement. The few that did adopt these practices did so in an isolated, informal, and uncoordinated manner, which was unlikely to yield any meaningful results. Effective human resource practices can have a significant impact on employee engagement. Low employee engagement can result in various issues, including high employee turnover, low productivity, and reduced organizational effectiveness. This study sought to establish the effect of employee reward practices on employee engagement among selected county governments in the North Rift Region, Kenya. The study was anchored on Human Capital Theory. The target population comprised 10,009 employees working in three North Rift counties comprising of Elgeyo Marakwet, Uasin Gishu, and Nandi Counties. The target population was made up of 2,611 employees from Elgeyo Marakwet County, 3,164 employees from Uasin Gishu County, and 4,234 employees from Nandi County. Cluster and simple random sampling techniques were used to select the 385 employees. The data was collected using structured questionnaires. A pilot study was conducted to examine the validity and reliability of the research instrument. Quantitative data from the closed-ended questions was analyzed using descriptive statistics. The study used descriptive statistics, including mean, frequencies, percentages, and standard deviation, to assess respondents' levels of agreement with the statements in the questionnaire. Furthermore, regression analysis was conducted to establish the relationship between employee reward practices and employee engagement. The results were presented using tables. The findings revealed that the model was significant in explaining the relationship between employee reward practices and engagement (F = 142.299, p = 0.000). The study also found that employee reward practices (B=0.358, p<0.001) had positive and significant effect on employee engagement. Consequently, the study recommends that County governments should focus on revising and strengthening their reward practices to ensure fairness and competitiveness. Additionally, the managements of the three counties should develop competitive and equitable reward systems that recognize and reward employees' contributions effectively. Keywords: Reward Practices, Employee Engagement, Public Sector Motivation, County Governments, North Rift Region

The relationship effect of innovation on online organizational learning applications and employees engagement in Jordanian public sector

The study’s purpose is to investigate the relationship effect of innovation on online organizational learning applications and employees’ engagement in the Jordanian public sector. Quantities and descriptive analytical approach were used, and the population was covered (10) Jordanian public departments in Amman capital. Convenience method was used, which covered all departments’ managers and assistances in the Jordanian public services department’s headquarters, with (284) employee. Electronic survey set used. The SPSS-V20 and AMOS-V24 were used for hypotheses statistical analysis testing. The study found a significant impact of online organizational learning applications in its dimensions (Zoom, Teams, Goto Meeting, and Google Meet) on employee’s engagement, and a significant relationship of innovation between online organizational learning applications and employee’s engagement in Jordanian public services departments. The study contributions show that employees are willing to engage with their occupied work to achieve work goals, and to control over of how they undertake the employees career development, empowerment, communication skills, and work completion competences. The study implications for organizations management to conduct more future studies concerning online organizational learning applications by other dimensions as well as social media and other digital workshop and training in different organizations environments.

Artificial Intelligence (AI) and Automation in Human Resources : Shifting the Focus from Routine Tasks to Strategic Initiatives for Improved Employee Engagement

This study examines how implementing artificial intelligence (AI) in human resource management (HR) impacts employee engagement and operational efficiency. By automating tasks like data management, scheduling, and payroll, AI enables HR teams to focus on strategic initiatives such as talent management and culture development. Using a descriptive qualitative approach and literature review, the research finds that AI adoption improves operational efficiency by 30% and enhances employee engagement through personalized experiences and real-time feedback. Additionally, AI supports better strategic decision-making with predictive employee data analysis. However, challenges include employee resistance and the need for HR retraining. For optimal results, companies should strengthen internal communication and establish supportive policies that enhance engagement and well-being through AI integration.