Employee Engagement Research Articles

Authentic leadership and employee expediency: a moderated mediation framework

PurposeBased on self-verification theory, this study examines the impact of authentic leadership on employee expediency in China. Specifically, the authors investigate the mediating effects of self-verification striving on this relationship, as well as the moderating effects of leader–member exchange.Design/methodology/approachThe authors surveyed 502 employees and their direct supervisors from 96 work units in one Chinese province and utilized multi-level path analysis to test a model of moderated mediation.FindingsThe study analysis results suggest that authentic leadership significantly contributes to reducing employee expediency in the surveyed Chinese companies. Self-verification striving mediates this relationship. Furthermore, leader–member exchange enhances the positive relationship between authentic leadership and self-verification striving.Research limitations/implicationsThis study extends the understanding of antecedents of employee expediency and also extends previous research on the role of self-verification in shaping employee behaviors. The limitation is that the results are specific to China, and the study only relied on cross-sectional data.Practical implicationsThe current study suggests that organizations should consider implementing training programs for their leaders to cultivate traits associated with authentic leadership. Furthermore, managers should actively promote employee engagement in discussions related to work objectives, methods and efficiency to assist them in their self-verification striving. They need to make efforts to enhance the climate of leader–member exchange, thereby reducing employee expediency.Originality/valueThis research identifies self-verification striving as key mediators that link authentic leadership to employee expediency and reveals the moderating role of leader–member exchange in the process.

Employee loyalty in Malaysian organizations: A quantitative approach to assessing its role in sustainable economic growth

Employees’ loyalty is essential for improving the organization’s performance, thus aiding sustainable economic growth. The study examines the relationship between employee loyalty, organizational performance, and economic sustainability in Malaysian organizations. The results indicate a robust positive correlation between organizational performance and employee loyalty, suggesting loyalty drives productivity, profitability, and operational efficiency. Additionally, the study highlights organizational performance as a mediator that connects loyalty to aggregate-level economic consequences, such as resilience and adaptability under volatile market conditions. The research emphasizes the role of leadership, company culture, and work environments that support cultivating loyalty. It also highlights how loyal employees can be a cornerstone of innovation and corporate social responsibility, which aligns with Malaysia’s sustainable development agenda. By addressing this, organizations are encouraged to adopt measures that can foster loyalty and ensure long-term economic sustainability, including employee engagement initiatives, talent management, and recognition systems. Research to come should investigate longitudinal dynamics, cross-cultural comparisons, and sector-specific factors to cement a better base of understanding about the impact of employee loyalty on organizational and economic outcomes.

Impact Of Perceived Organizational Support on Turnover Intention of Sales Employees in A Leading Insurance Company

Although sales employees are drivers of every organization, amid this economic contraction, they are uncomfortable with unfit sales targets. So, the employees tend to leave, unless organizational support emerges. Under this scenario, organizations light on the retention strategy in this regard. With that objective, the present study was taken to identify the impact of perceived organizational support on turnover intention with the mediating effect of sales employee engagement referring to a leading insurance company in Sri Lanka. Even if there are theoretical and empirical findings well documented for the problem, those may change according to economic fluctuations; the study is based on the specific time in 2022 in Sri Lanka, which was economically difficult for everyone. The study was quantitative, and a sample of 350 non-executive sales employees was selected utilizing the convenience sampling method. The primary data was collected using self-administered questionnaires and analyzed using the SPSS statistical package. The study found that perceived organizational support is significantly related to employee engagement, which in turn has an impact on the turnover intention of the respective employees. Further, employee engagement is found to be a partial mediator (EE = -1.1459) between independent and dependent variables but the direct effect of POS on the DV remains statistically significant (p < 0.001). The study concludes that organizational supportiveness supports eliminating turnover intentions when considering the effect of employee engagement things. Therefore, it suggests practicing more and more engagement activities at the workplace.

Decoding Motivation: An Empirical Analysis of Factors Driving Employee Engagement

Employee motivation is a critical factor in organizational success, influencing productivity, job satisfaction, and retention rates. This empirical study investigates the key factors that affect employee motivation across diverse industries. Using a mixed-methods approach, data was collected from 500 employees through surveys and interviews. The findings reveal that intrinsic factors such as job satisfaction, personal growth, and recognition significantly impact motivation, alongside extrinsic factors such as salary, job security, and work environment. This study offers insights into designing effective motivational strategies tailored to workforce needs.

Visionary leadership: Development dialogues that increase value congruence, vision valence, and employee engagement

Engaged employees are a central part of a well-functioning public organization. When leaders practice visionary leadership, they can support value congruence, vision valence, and employee engagement. However, it can be challenging to implement this form of leadership, and the literature does not provide many suggestions on how to approach visionary leadership in practice. This article unfolds how goal-oriented development dialogues can serve as a framework for exercising visionary leadership and offers a practical model for conducting such dialogues. The article is based on a 15-month field experiment involving 226 Danish leaders and 4,442 job center employees. The empirical findings show that goal-oriented development dialogues increase the alignment between employees’ personal values and the organization’s values, and that the dialogues enhance employees’ vision valence and work engagement. The findings also demonstrate that leadership training programs designed with a combination of classroom-based training, action learning elements, and digital leadership tools can promote leaders’ adoption of these development dialogues.

A Conceptual Framework for Sustainable Human Resource Management: Integrating Ecological and Inclusive Perspectives

Purpose: This study proposes a conceptual model integrating ecological and inclusive perspectives within sustainable human resource management (SHRM). It introduces a novel framework that bridges gaps in the literature by integrating ecological sustainability and social inclusivity dimensions to enhance SHRM practices. Design/Methodology/Approach: A systematic literature review synthesizes Green HRM practices and diversity, equity, and inclusion (DEI) principles. The framework is built around three dimensions: ecological sustainability, social inclusivity, and integrated sustainability. Findings: The model demonstrates the synergies between ecological and inclusive practices in SHRM. It shows how Green HRM and DEI enhance employee engagement, organizational resilience, and sustainability performance. The study highlights the uniqueness of integrating ecological and inclusive dimensions in achieving comprehensive sustainability, offering a theoretical advancement in SHRM frameworks. Practical Implications: The framework provides a roadmap for organizations to implement sustainability initiatives, including eco-friendly recruitment, inclusive green training, and equitable work policies. Addressing environmental and social goals simultaneously improves organizational performance and employee well-being. Originality/Value: This research introduces a novel framework that integrates ecological and inclusive dimensions into SHRM. It is the first to emphasize the interplay between Green HRM and DEI as foundational components of sustainable HR practices, providing both theoretical and practical contributions.

The impact of sustainable practices on employee well-being and organizational success

The evolution of work models, particularly the shift towards remote and hybrid work, has made employee well-being a central focus for organizations. Research shows that adopting sustainable and inclusive workplace practices that prioritize both physical and mental health significantly contributes to increased employee engagement, productivity, and overall satisfaction. The adoption of holistic well-being policies, including mental health support programs, flexible work schedules, and inclusive environments, is increasingly seen as essential for both personal and professional development. These practices not only benefit employees but also support organizational viability, aligning with global Sustainable Development Goals (SDGs), especially SDG 3, which focuses on health and well-being. Studies by Madero-Gómez et al. (2023), Singh et al. (2019), Abid et al. (2020), and others highlight the critical role of sustainable human resource management (HRM) practices in promoting employee well-being and reducing environmental impacts, creating a mutually beneficial cycle for both employees and companies. Investing in well-being strategies such as promoting mental health and offering flexible working conditions has proven to enhance organizational culture and contribute to long-term business success. The post-pandemic work environment further underscores the importance of such practices. As organizations aim to adapt to new challenges, prioritizing employee well-being and sustainability can offer a competitive advantage. Companies that implement these policies are better positioned for growth, innovation, and market adaptability, making it clear that employee well-being is integral to achieving sustainable business success.

Peran Kepuasan Kerja Dipengaruhi Digital Leadership dan Motivasi Kerja Terhadap Employee Engagemet: Studi Pada PT. Jasa Raharja Cabang Nusa Tenggara Timur

This study aims to find out (1) Whether digital leadership has a direct effect on employee engagement at PT Jasa Raharja East Nusa Tenggara Branch (2) Whether work motivation has a direct effect on employee engagement at PT Jasa Raharja East Nusa Tenggara Branch (3) Whether digital leadership through job satisfaction has an effect on employee engagement at PT Jasa Raharja East Nusa Tenggara Branch (4) Whether Job Motivation through job satisfaction affecting employee engagement at PT Jasa Raharja East Nusa Tenggara Branch. This research includes causality research using a quantitative approach. The sample in this study is 38 employees of PT Jasa Raharja East Nusa Tenggara Branch. Data was collected with questionnaires that had been tested for validity and reliability. Path Analysis was used to test the hypothesis of this research. The results of this study show that, (1) There is a direct and significant influence of digital leadership Employee Engagement on employee engagement of PT Jasa Raharja East Nusa Tenggara Branch, with a standardized coefficient beta value of (β) 0.837 (2) There is a direct and significant influence of work motivation on employee engagement of PT Jasa Raharja East Nusa Tenggara Branch, with a standardized coefficient beta value of (β) 0.894. (3) There is an indirect and significant influence of digital leadership through job satisfaction on employee engagement at PT Jasa Raharja East Nusa Tenggara Branch directly and significantly Job Satisfaction on teachers of SMKN 1 Ende, with a standardized coefficient beta value of (β) 0.604. (4) There is an indirect and significant influence of work motivation through job satisfaction on employee engagement at PT Jasa Raharja Nusa Tenggara Branch, with a standardized coefficient beta value of (β) 0.684.

Managing Organisational Sustainability and Corporate Social Responsibility: Perspectives for Sustainable Development

Abstract Managing corporate sustainability involves consideration of the economic, environmental and social impacts of business activities on communities and society. Successful corporate sustainability strategy and sustainable operations must include an engaged and committed workforce. It has been seen that employees are increasingly seeking more purpose at work, with an awareness of environmental and social issues. Research has shown that employees engaged in corporate sustainability practices perceive their work as meaningful contributions to business performance. This empirical study explored sustainability performance in the tea industry, measured with a holistic sustainability framework and investigated the linkages between corporate social responsibility (CSR), employee engagement, and corporate contributions towards sustainability. The operations of participating organisations measured via a ‘7E’ model to benchmark sustainability performance, were compared with how employee engagement is influenced by CSR and wellbeing aspects. Data was collected from company sustainability surveys and surveys of 1146 employees in the tea industry. The results were analysed using a cluster model to assess employee attitudes to CSR and corporate sustainability practices towards sustainable development. The findings show that companies with strong company sustainability performance and developed social sustainability with CSR activities, have employees with higher participation at work and outreach engagement. Dimension reduction and the two-step cluster method was used to classify employee responses, showing the most engaged employees exhibited ‘shared values’ characteristics aligned with corporate engagement and social outreach. These results contribute to research on sustainability management from corporate and employee perspectives, with insights for sustainable development through CSR and sustainable business operations.

The Influence of Uncertainty, Communication and Employee Passion on Readiness to Change at PT XYZ

Organizational change often brings uncertainty among employees, which can affect their readiness to adapt to the change. In this context, effective communication and employee passion are key factors in reducing uncertainty and increasing readiness to change. PT XYZ, a large manufacturing company in Indonesia, is undergoing a digital transformation through the implementation of a new ERP system aimed at improving work efficiency and effectiveness. This study aims to explore the influence of uncertainty, communication, and passion on employee readiness to change at PT XYZ. The objective of this study is to examine the influence of uncertainty, communication, and employee passion on readiness to change at PT XYZ. This study also aims to identify the most significant factors affecting employee readiness to adapt to the ongoing changes. Thus, it is expected that this research will provide valuable insights for PT XYZ's management in managing change and minimizing employee resistance. Using a quantitative approach, data were collected from 266 employees across various departments and analyzed with the Partial Least Squares (PLS) method. The findings reveal that uncertainty negatively affects readiness to change, while effective communication and employee passion significantly enhance it. Notably, communication effectiveness and employees’ enthusiasm for change emerged as key drivers of organizational adaptability. The study highlights the need for PT XYZ’s management to minimize uncertainty through transparent communication strategies and foster a positive work culture to enhance employee readiness. These insights provide valuable guidance for organizations undergoing similar transformations, emphasizing the critical role of communication and employee engagement in change management success.

Can teacher ostracism be prevented? Exploring how empowering leadership can mitigate teacher ostracism through work engagement.

Using the job demands-resources model, this study theorizes the negative longitudinal relationship between empowering leadership and teacher ostracism, both directly and through work engagement. For this purpose, data collected in three waves at four-month intervals from 473 teachers (51.6% women; mean age = 42.26) working in schools at different levels in the centre of Elazığ province, eastern Turkey, during the 2022-2023 academic year were used. The relationships between the variables were analysed using a cross-lagged panel model with latent variables. The findings showed that empowering leadership positively related to work engagement and negatively related to teacher ostracism. Work engagement, in turn, is negatively related to teacher ostracism. Additionally, empowering leadership was found to be negatively related to teacher ostracism through work engagement. These results suggest that empowering leadership may be a crucial factor in preventing teacher ostracism, both directly and by enhancing employee engagement. The article concludes by discussing the theoretical contributions of the findings and presenting practical implications to help mitigate the risk of teacher ostracism.

Anti‐Violence Human Resource Management and Workplace Violence: Perspectives From Australian Aged Care Managers and Employees

ABSTRACTIncidents of workplace violence are commonplace against nurses and personal care assistants (PCAs) employed in aged care facilities. This article examines ways in which managers and human resource (HR) departments manage workplace violence. In this context, understanding anti‐violence human resource management (HRM) practices and other ways in which incidents of violence are managed may have important implications for workforce sustainability. Greenwood and Freeman's [Greenwood, M., & Freeman, R. E. (2011). Ethics and HRM: The Contribution of Stakeholder Theory. Business & Professional Ethics Journal, 269–292.] conceptual model of employee engagement and “ethical” HRM underpins this study by focusing on stakeholder engagement and stakeholder agency. We take a qualitative approach to examine workplace violence in aged care facilities in Australia by conducting semi‐structured interviews with 60 participants. We report on narratives of participants highlighting the unethical use of HRM as evidenced by a lack of anti‐violence HRM in aged care facilities. To encourage greater workforce sustainability, we argue that HR departments and managers need to behave ethically and better support the management and mitigation of workplace violence against workers in aged care facilities. Our paper provides new theoretical and practical insights into understanding the role of stakeholder engagement and stakeholder agency, and the moral treatment of employees through the development of anti‐violence HRM within the aged care context.

Integrating Green Human Resource Management Practices (GHRMPs) with Human Resource Information Systems (HRIS) for sustainable organizational growth

In the contemporary business landscape, sustainability has become an imperative rather than a choice. Organizations are increasingly recognizing the need to incorporate environmentally friendly policies into their operations. One of the key domains where sustainability can be effectively embedded is human resource management (HRM). The concept of Green HRM, which integrates environmental management principles into HRM practices, is gaining traction across industries. Simultaneously, the adoption of Human Resource Information Systems (HRIS) has revolutionized HR functions by digitizing processes, improving efficiency, and enhancing data management. The integration of Green HRM practices with HRIS offers organizations a strategic pathway to achieve sustainable growth by fostering an eco-conscious workforce, reducing resource consumption, and ensuring compliance with environmental regulations. The study explores the synergy between Green HRM and HRIS, highlighting how HRIS facilitates paperless HR operations, sustainable recruitment, eco-friendly training, remote work, and energy-efficient workforce management. It also discusses how HRIS supports sustainability metrics in performance appraisals and regulatory compliance. Despite challenges such as initial investment costs, change management, and data security concerns, the benefits of integrating Green HRM with HRIS far outweigh the hurdles. Organizations that adopt this integration will enhance their sustainability efforts, boost employee engagement, and gain a competitive edge in the evolving corporate landscape.

Factors Influencing Talent Retention in Malaysia’s Semiconductor Industry

The main objective of this study is to examine the underlying factors that influence talent retention in Malaysia's semiconductor industry. Utilizing Maslow's Hierarchy of Needs and Herzberg’s Two-Factor Theory, the research assesses the impact of employee engagement, career development, reward management, and work-life balance on retaining talent within this sector. A quantitative approach was employed, gathering data through online questionnaires distributed to senior executives in the semiconductor industry. Using purposive sampling, a total of 431 questionnaires were collected via an online platform for convenience. The study's findings reveal that talent retention in Malaysia’s semiconductor industry is significantly influenced by factors such as employee career development, reward management, and work-life balance. These insights offer valuable implications for the industry, highlighting the crucial role these factors play in retaining talent. Given the pivotal role of Malaysia's semiconductor industry in both the national economy and the global market, the study's findings are of considerable importance. The research discusses both practical and theoretical implications, providing recommendations for industry practices and suggesting areas for future research to further understand and improve talent retention strategies.

Corporate Social Responsibility: A Strategic Pathway to Competitive Advantage in Multinational Companies

In the modern business landscape, Corporate Social Responsibility (CSR) has evolved from being a philanthropic endeavor to a strategic necessity for multinational companies (MNCs). CSR initiatives, when integrated into the core business strategy, offer multifaceted benefits such as enhanced brand reputation, customer loyalty, employee engagement, and long-term profitability. This article explores how CSR serves as a strategic tool for gaining competitive advantage, focusing on key practices and measurable outcomes in diverse industries

Kepemimpinan Yang Mengelola Emosi, Membangun Lingkungan Kerja Yang Sehat Dan Produktif Pada Dinas Lingkungan Hidup Provinsi Banten

Effective leadership in organizations relies heavily on a leader's ability to manage emotions, both in individual and team contexts. This study aims to explore how leadership that is able to manage emotions can build a healthy and productive work environment in the Banten Provincial Environmental Agency. This study used a qualitative approach with in-depth interview techniques and observation of several leaders and staff at the agency. The results showed that leaders who can manage emotions well, such as empathy, self-control, and effective communication, tend to create a more harmonious and supportive work atmosphere. This healthy environment contributes to increased work productivity, employee engagement and overall job satisfaction. This study provides recommendations for leaders in the Banten Provincial Environmental Agency to further develop their emotional intelligence skills to create a culture of emotional intelligence. A more positive and sustainable work environment. From the results of this study, it can be concluded that leadership that manages emotions well plays an important role in creating a healthy and productive work environment at the Banten Provincial Environmental Service. Leaders who have the ability to control their own emotions, empathize, and communicate effectively can build positive relationships with staff and create a conducive work atmosphere. This healthy environment in turn increases employee motivation, job satisfaction and productivity. Therefore, it is important for leaders in the Banten Provincial Environmental Agency to continue to develop their emotional intelligence, both in interactions with the team and in decision-making, in order to achieve optimal performance and sustainability in the organization

Does Status or Meaning Lead to Greater Well-Being at Work?

This article explores the ongoing debate between whether pursuing status or finding meaning leads to greater well-being and job satisfaction in the long run. It reviews the latest research on the "status theory of happiness" versus the "meaning theory of happiness," which consistently shows that meaningful work, rather than status-seeking, is the key driver of employee happiness, engagement, and productivity. The article then provides practical recommendations for organizational leaders on how to cultivate more meaningful work, such as connecting jobs to personal values, fostering a sense of purpose, supporting growth and development, recognizing meaningful contributions, and building community. It highlights case studies of companies like Patagonia and Enterprise that have successfully implemented these principles to boost employee well-being and sustainable business success. The article concludes that prioritizing meaningful work should be a top strategic priority for leaders seeking to maximize both employee happiness and organizational performance.

Leading with Curiosity: How Asking Strategic Questions Drives Organizational Success Writer's picture: Jonathan H. Westover, PhD

The article explores how the power of strategic questioning lies at the heart of truly great leadership. It examines how leaders who cultivate a culture of curiosity and encourage questioning can spur innovation, engage employees, solve problems creatively, and achieve higher levels of performance. The research demonstrates that the ability to ask insightful questions sets visionary leaders apart, helping them uncover opportunities, support wiser decision-making, boost employee engagement, and enable rapid adaptability in volatile times. The article concludes that in a complex, fast-changing world, leadership depends less on directives and more on the strategic use of questioning, which yields lasting competitive benefits for organizations that make it a cornerstone of their culture.

Measuring enablers and indicators of employee engagement: Internal validity of the Flow@Work engagement survey

Measuring enablers and indicators of employee engagement: Internal validity of the Flow@Work engagement survey

Strategic evaluation of European Inland transport companies for European green deal compliance: A multi-criteria decision making-analysis.

The purpose of this study is to evaluate the readiness of European inland transport companies for the European Green Deal by analyzing the causal relationships between key factors essential for EGD implementation. The research identifies six critical factors: Investment in Green Technologies, Policy Alignment and Compliance, Stakeholder Collaboration, Resource Management, Employee Training and Engagement, and Emission Reduction Initiatives. This research offers the first integrated evaluation of EGD readiness utilizing a combination of fuzzy-DEMATEL, multiple regression analysis, and Structural Equation Modeling aimed at uncovering systemic interactions among the factors in the system. The study revealed Resource Management and Employee Training as significant drivers in enhancing the readiness, highlighting the role of human capital and resource optimization in environmental sustainability. Expert panel, consisting of 19 industry representatives selected through purposive sampling, provided insights on the effective relationships which offer practical strategies for managers to prioritize resource management and employee engagement to achieve Green Deal compliance and guiding more strategic and efficient allocation of resources to enhance alignment with European Green Deal stipulations.