Enhance Employee Engagement Research Articles

Impact of Authentic Leadership traits in Engineering Sector using MCDM

This study aims to develop a conceptual model that establishes a connection between Authentic Leadership (AL), employee engagement, and organizational innovation within Pakistan's engineering sector. Employing a Multi-Criteria Decision-Making (MCDM) technique, the study investigates the interaction and impact of workers on organizational innovation, generating benefits for both industry practitioners and the academic community. The findings highlight the substantial influence of four key AL traits, namely balanced processing, internalized moral perspective, relational transparency, and self-awareness, on work engagement[8]. By applying the Analytic Hierarchy Process (AHP) and utilizing decision-making software, the study identifies the self-awareness as the most crucial criterion for AL outcomes, with a weight of 0.25891.Relational transparency Balanced processing (weight: 0.20894), Balanced processing (weight: 0.1220), and internalized moral perspective (weight: 0.0483) follow as subsequent priorities. These outcomes contribute to the development of theoretical understanding in the field. Furthermore, they provide valuable insights to the engineering sector, enabling the cultivation of employee engagement and the enhancement of organizational innovation.The research focuses on elucidating the relationships between AL, employee engagement, and organizational innovation in the context of Pakistan's engineering sector. By adopting a comprehensive MCDM approach, the study offers a thorough analysis of the factors influencing employee engagement, with particular emphasis on the identified AL traits. The findings underscore the significance of balanced processing, internalized moral perspective, relational transparency, and self-awareness as drivers of work engagement[9]. Moreover, the application of the AHP technique reveals the priority weights assigned to these traits, highlighting the critical role of the internalized moral perspective criterion in achieving AL outcomes.The results of this research carry implications for both practitioners and scholars. For the engineering sector in Pakistan, embracing and implementing AL practices can yield substantial benefits, fostering a work environment that stimulates employee engagement and drives organizational innovation. By prioritizing the identified AL traits, organizations can effectively channel their resources and efforts towards enhancing employee engagement and promoting innovation. From an academic standpoint, this study contributes to the existing literature by providing empirical evidence and a conceptual model that sheds light on the interplay between AL, employee engagement, and organizational innovation. The findings serve as a foundation for further theoretical development and future research endeavors in this domain.

Human resource management in unprofitable companies

This research paper aims to explore the unique challenges faced by Human Resource Management (HRM) in unprofitable companies and identify potential strategies to enhance HRM effectiveness in these organizations. Unprofitable companies often struggle with financial constraints, declining market share, low employee morale, and talent retention issues, which significantly impact their HRM practices and overall organizational performance. These challenges include limited budgets for HR initiatives, difficulties in attracting and retaining high-quality talent, and managing employee motivation during times of uncertainty and restructuring. Additionally, the study examines the impact of these challenges on crucial HR metrics, such as employee engagement, turnover rates, and productivity. To address these challenges, this paper proposes a comprehensive framework for HRM strategies in unprofitable companies. The framework emphasizes the importance of aligning HR practices with the company's overall strategic goals, adopting innovative approaches to talent management, and enhancing employee engagement through effective communication and motivation techniques. The findings of this research contribute to the understanding of HRM in unprofitable companies by highlighting the distinctive challenges faced and providing practical insights for HR professionals offering guidance on strategic HR interventions that can help revitalize organizational performance, foster employee resilience, and contribute to the long-term sustainability of unprofitable companies.

Employee Performance: Organizational Judgment, Career Development, and Employee Engagement

This quantitative research study investigates the relationship between organizational judgment, career development, employee engagement, and employee performance at PT. Wood Veneer Adi Perkasa in Mojokerto City. The study aims to assess the direct and indirect effects of organizational judgment and career development on employee performance through the mediating role of employee engagement. The sample consists of 105 employees, and data collection is conducted through a questionnaire using a Likert scale. Path analysis and statistical software version 24 are employed for data analysis. The findings reveal that both organizational judgment and career development positively and significantly impact employee engagement. Additionally, organizational judgment, career development, and employee engagement have positive and significant associations with employee performance. The study highlights the importance of fostering organizational justice, providing opportunities for career development, and enhancing employee engagement to improve overall employee performance. These findings contribute to the existing body of knowledge on employee motivation and organizational behavior, offering implications for practitioners and researchers in the field.
 Highlights:
 
 This study explores the impact of organizational judgment and career development on employee performance through the mediating role of employee engagement.
 The research utilizes quantitative methods to examine the relationships between these variables.
 The findings indicate that organizational judgment and career development positively influence employee engagement, which in turn positively affects employee performance.
 
 Keywords: Organizational judgment, Career development, Employee engagement, Employee performance, Quantitative research

Positive Affectivity and Employee Engagement

Purpose: Previous studies have found that employees’ positive affectivity personality contributes to positive organizational outcomes. However, little is known about the mechanisms by which positive affectivity is related to social support and employee engagement. Therefore, drawing on the conservation of resources theory, this study examined the role of social support as a mediator that links positive affectivity and employee engagement. Method: The study was conducted using a quantitative approach. It used a survey method to collect data from 260 professional registered nurses in public hospitals in Lagos, Nigeria, who were selected as research participants using a stratified random sampling technique. Result: The structural model analysis revealed that positive affectivity significantly affects social support and employee engagement. Also, social support significantly correlates with employee engagement and partially mediates the relationship between positive affectivity and employee engagement. Implications: The findings of this study contributed to the limited literature on positive affectivity, social support, and employee engagement. Practically, this study has implications for clinical practice and management. To enhance employee engagement among nurses, hospital administrators should develop intervention programs that can enhance the nurses' ability to maintain positive emotions in stressful situations.

Enhancing employee engagement through integrating leadership and employee job resources: evidence from a public healthcare setting

This study examines the mediating role of job resources on the relationship between leadership and the work engagement of healthcare professionals. A stratified random sample from across the public healthcare sector of Cyprus was used. Data from a total of 605 respondents were analyzed: nurses (n = 348), physicians (n = 114), and other health professionals (n = 143). Using exploratory factor analysis, the antecedents of engagement were extracted, and a structural equation model was developed to investigate the hypothesized relationships. The results suggest that leadership factors such as leadership role encouragement and employee orientation leadership could elicit greater engagement among healthcare professionals by facilitating improved job resources (line-management supervision, development and training opportunities, and shared organizational vision). Notably, our results highlight the important role of a shared organizational vision in enhancing employee engagement. Our study provides important insights that can help managers and decision-makers further engage public healthcare employees.

Tingkat Engagement dan OCB Karyawan CV Panca Bina Banua Kecamatan Sungai Loban Kabupaten Tanah Bumbu

This study aims to analyze the level of employee engagement and organizational citizenship behavior (OCB) in CV Panca Bina Banua, located in the Sungai Loban district of Tanah Bumbu regency. Data was collected using a questionnaire administered to 32 randomly selected employees from the company's workforce. The results of the analysis indicate that the level of employee engagement in CV Panca Bina Banua falls into the moderate category, while the level of OCB is high. Furthermore, there is a significant relationship between employee engagement and OCB. The findings of this study are expected to provide insights to the management of the company on how to enhance employee engagement and OCB, which in turn can improve the overall performance of the company.

A critical investigation analysing the key determinants of artificial intelligence in enhancing employee engagement in multinational companies

The objective of the study is to determine whether artificial intelligence (AI) tools, software, and technology can assist management in identifying intangibles such as the employee engagement level and offer hints as to what factors influence it and how management can work to enhance it. A descriptive study was carried out to better understand the research topic. A structured survey questionnaire was employed to collect the data, in which the closed-ended questions used a Likert-type scale. The questionnaire measured AI’s effects on productivity, organisational effectiveness, employee satisfaction, and employee engagement. The survey was published on Google Forms, and a link was provided to the respondents. The data were analysed using the Statistical Package for Social Sciences version 28. Statistically significant results were obtained on the association between AI and the determinants of organisational effectiveness, increased productivity, employee satisfaction, and employee engagement. AI thus influences the study variables, and the results are statistically significant. The employees of an organisation will adopt and use new technologies if the technology is easy to use and adopt and beneficial to them. The management of organisations can source technologies like AI and other tools that are easy to use, and they can implement such technologies in a phased manner, educating employees on the advantages and benefits of the technology to maximise employee engagement.

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

PurposeThis study aims to investigate employee behavior toward work engagement with an integrative research framework that combines human resource practices, employee psychological empowerment and well-being. Moreover, the moderating effect of transformational leadership is tested between employee engagement at workplace during crisis such as COVID-19 and sustainable employment.Design/methodology/approachThis study empirically investigates research framework with 353 responses retrieved from employees working in private sector organizations. The data were collected through structured, closed-ended questionnaires. For inferential analysis, structural equation modeling approach has been used. To test the predictive power of the research framework, blindfolding procedure Q2 is incorporated.FindingsStatistical findings indicate that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment have explained substantial variance (R2 = 67.5%) in employee work engagement during crisis. Concerning with sustainable employment, the transformational leadership and work engagement have shown significant variance (R2 = 20.6%) in determining sustainable employment. Moving further psychological empowerment has revealed maximum effect size (f2) to determine employee engagement behavior at work place during pandemic crisis. The blindfolding procedure Q2 has exhibited substantial power to predict employee work engagement and sustainable employment during crisis such as COVID-19 pandemic.Practical implicationsThis study has several contributions to theory and practice. Theoretically, this study develops an integrative research framework with the help of human resource practices and employee psychological factors such as employee well-being and empowerment. Therefore, practically, this research suggests that factors such as opportunity enhancing, transformational leadership and employee psychological empowerment need managerial attention to increase employee engagement at workplace and sustainable employment during pandemic crisis.Social implicationsWith the growing concerns of layoff during pandemic crisis, employees have shown lack of interest at workplace because of psychological fears. Nevertheless, this study has established that policymakers could enhance employee engagement at workplace and sustainable employment during crisis by redesigning HR practices and improving employee psychological well-being and empowerment. In addition to that, employee psychological well-being and empowerment are considered healthy factors for human beings and nurture society at large.Originality/valueThis research is original as it establishes an integrative research framework grounded in HR practices, employee psychological empowerment and employee psychological well-being to investigate employee behavior at work place during crisis such as pandemic. In addition to that, this study has enriched leadership literature by examining the moderating effect of transformational leadership between employee work engagement and sustainable employment.

Unlocking Work Engagement: How Leadership and Total Rewards Impact Employee Work Engagement Through the Mediating Role of Service Climate in Supply Chain and Logistic Company in Indonesia

Although the supply chain and logistics sector in Indonesia is developing very well and contributes very significantly to the Indonesian economy, which is about 25% of Indonesia's total GDP (World Bank 2018), the industry is very competitive. To survive in this sector, companies must be able to compete through price, service quality, and product innovation. Work engagement can help employees remain focused, motivated, and productive in such a fast-paced and complex environment. The focus of this research is to confirm the effect of leadership, rewards, and service climate on work engagement and the mediating effect of service climate on work engagement. The sample of this study consists of 287 respondents who work in various divisions and branches of a logistics company in Jakarta, metropolitan Indonesia. The data is analyzed using the Smart PLS version 3.0 application. All of the research hypotheses were accepted, there for Leadership practices have a positive and significant effect on work engagement and service climate, Total Rewards have a positive and significant effect on service climate and work engagement, and Service Climate mediates the effect of Leadership practices and Total Reward on work engagement. It is expected the research findings can be used by the company to understand and improve their service delivery processes, enhance employee engagement and satisfaction, and ultimately increase customer satisfaction and loyalty, which are critical factors to survive in a competitive market.

The crisis cloud's silver linings: The effects of hope and gratitude on employee burnout and engagement

A crisis such as the COVID-19 pandemic has a tremendous impact on organisations and their employees. Building on the job demands–resources model, conservation of resources theory and the broaden-and-build theory of positive emotions, we examined the influence of job stressors on employee burnout, as well as how positive emotions can help employees thrive in tough times. We collected data from 503 Australian employees during the transition period of the COVID-19 crisis, when the country had reached a high vaccination rate and was starting to prepare to return to pre-crisis normal. Our findings show that financial insecurity has a direct impact on employee burnout, whereas a health threat has only an indirect effect. Further, our findings highlight the importance of positive emotions. Hope for the post-crisis future was found to buffer the negative impact of financial insecurity and reduce employee burnout, and feeling gratitude at work was found to mitigate the effects of burnout and enhance employee engagement even when employees are emotionally exhausted.

Retaining talent in knowledge-intensive services: enhancing employee engagement through human resource, knowledge and change management

PurposeThis study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.Design/methodology/approachThe proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.FindingsResults indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.Research limitations/implicationsPossible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.Practical implicationsTo retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.Originality/valueTo the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.

Leadership, Communication, and Job Satisfaction for Employee Engagement and Sustainability of Family Businesses in Latin America

This research focuses on the determinants of employee engagement in family businesses in Peru. The study is based on previous research that showed the importance of organisational culture, leadership, and human resource management practices to achieve effective business performance. The methodological strategy was to conduct a qualitative, quantitative, and documentary analysis research. The study found that participatory and authentic leadership styles, effective communication, and job satisfaction were key factors to retain talent in two family businesses and small to medium-sized enterprises in Peru. These factors can enhance employee engagement, which is critical for the success of family businesses. The results suggest that Peruvian family businesses can improve their sustainability and contribute positively to the economic growth of the country by utilising different measures. They can prioritise leadership, communication, and job satisfaction; offer opportunities for employee development and growth; provide competitive compensation packages; and create a positive work environment. The findings have implications for family businesses in emerging markets as well as for businesses operating in consolidated markets.

The Influence of Organisational Support, Advancement, Meaningfulness and Psychological Safety on Employee Engagement in a Petrochemical Organisation

By fostering employee engagement, organisations can achieve a range of benefits, including retaining top talent, increasing productivity and safety, improving customer satisfaction and retention, and achieving better financial results such as revenue growth and total shareholder return. This study aimed to investigate the impact of factors such as organisational support, advancement opportunities, meaningful work, and psychological safety on employee engagement among engineers in a petrochemical company, highlighting the crucial role of work engagement in ensuring sustainable performance. A quantitative research approach was utilized to collect data by surveying 84 engineers through questionnaires, using judgmental sampling in one of the organisation’s regional operating hubs. Descriptive, reliability and inferential statistics were utilized to examine the relationship between employee engagement, meaningfulness, and psychological safety. According to the descriptive statistics, the respondents had ample growth opportunities, including a high degree of variety, learning opportunities, and job independence. Advancement was also provided in terms of good salaries, although some respondents indicated that they lacked financial rewards, promotions, and training opportunities. Most respondents indicated a positive level of psychological safety, stating that they could be themselves at work and express their opinions. However, their level of engagement was average, and some differences based on demographic information were observed. According to the study, there was a notable and affirmative correlation between employee engagement, organisational support, psychological safety, and meaningful work. As a result, the study suggests that enhancing employee engagement levels, not just among engineers but other employees as well can lead to an increase in productivity and overall performance. The study provides recommendations on how to achieve this goal.

Factors affecting job turnover intentions of human resources specialist

Nowadays, human resource management in Vietnam is receiving special attention from organisations/enterprises. The salary of a qualified and experienced human resource director or human resources specialist can be up to 50 million VND/month, even for multinational companies or economic groups, the salary of this title can be up to 100 million VND/month. Because of that, stabilizing and developing human resources in the human resources industry also becomes urgent for organisations/enterprises. With the desire to contribute a part of the theory and practice of human resource management in enterprises, the study uses a linear structural model with 328 samples to explore the factors affecting the intention to leave of human resources specialists in Vietnam. The research results show that salary satisfaction, job engagement and work environment satisfaction are three factors that have a direct impact on the intention to quit human resources. Using the results of this study, enterprises can actively develop appropriate human resources strategies to enhance employee engagement or redistribute staff effectively.

LEGAL ASPECTS AND EFFECT WORK FAMILY CONFLICT, JOB INSECURITY, AND TRANSFORMATIONAL LEADERSHIP STYLE ON TURNOVER INTENTION

Purpose: The objective of this study is to analyze the relationship between legal aspects, work-family conflict, job insecurity, transformational leadership style, and turnover intention..
 Theoretical framework: The role theory proposed by Khan et al. (1964) emphasizes the individual's social role and how it effects his conduct in the workplace and society.
 Design/methodology/approach: This investigation is quantitative in nature. The subjects of this study were 200 SME employees in Palopo City who were selected using a procedure of random sampling. Through social media, online questionnaires with a Likert scale ranging from 1 to 5 were distributed to collect data. The study employed Structural Equation Modeling (SEM), whereas SmartPLS 3.0 was used for data processing.
 Findings: Legal aspects play a crucial role in determining the level of work-family conflict, job insecurity, transformational leadership style, and turnover intention in an organization. For instance, laws and regulations pertaining to employment contracts, compensation, benefits, and job security can directly impact an employee's level of job satisfaction and intention to leave their job. Additionally, legal requirements such as mandatory leave and flexible working arrangements can reduce work-family conflict and enhance employee well-being. Moreover, legal frameworks for leadership development and training can foster transformational leadership styles that have been shown to decrease turnover intention among employees. Therefore, understanding the legal aspects that impact the workforce can help organizations develop effective policies and practices that address work-family conflict, job insecurity, and leadership style, and ultimately reduce turnover intention among their employees.
 Research, Practical & Social implications: Legal aspects are crucial for the development and success of small and medium-sized enterprises (SMEs) in Indonesia. Compliance with employment laws and regulations, such as those related to labor rights, employee benefits, and job security, can help SMEs to attract and retain skilled and talented employees. Moreover, transformational leadership styles, which have been shown to enhance employee engagement and job satisfaction, can be developed and nurtured through legal frameworks such as leadership training programs. By understanding and complying with legal aspects and providing effective leadership training, SMEs in Indonesia can improve their employee productivity, foster innovation and growth, and ultimately contribute to the economic development of both the organization and the country as a whole.
 Originality/value: This study explores the relationship between family conflict, Job Insecurity, and Transformational Leadership Style on turnover intention, and psychological attachment that has not been explored theoretically and tested empirically in the Indonesian context.

Nurturing Employee Engagement at Workplace and Organizational Innovation in Time of Crisis With Moderating Effect of Servant Leadership

The current study strives to examine the impact of HR practices, working condition, intergroup relations, goal congruence, passion for work and organizational learning culture toward employee engagement and organizational innovation. In addition to that the moderating effect of servant leadership is tested between employee engagement and organizational innovation. The research design of this study is grounded in quantitative research approach. Data were retrieved from employees working in Saudi manufacturing organizations. Overall, 241 respondents have participated in this voluntarily research survey. Research framework was tested with structural equation modeling technique. Results revealed that human resource practices, working condition, intergroup relations, passion for work, goal congruence and organizational learning culture have explained large variance [Formula: see text] 52.8% in measuring employee work engagement. Similarly, organizational innovation is measured with employee work engagement and servant leadership and explained substantial 55% variance in organizational innovation. Likewise, the results of the blindfolding analysis revealed substantial predictive power [Formula: see text] 41.4 to predict organizational innovation. Therefore, in determining employee work engagement at workplace goal congruence has shown substantial effect size [Formula: see text] when compared with other exogenous constructs. Practically, this research suggests that goal congruence, human resource practices, and servant leadership are core factors which enhance employee engagement at workplace and organizational innovation in time of crisis and therefore need managerial attention. This study is unique as it examines employee engagement behavior with an integrative research framework. In addition to that the role of servant leadership has been studied as moderator between the relationship of employee engagement and organizational innovation.

Exploring the Linkages between Engagement, Motivation, Satisfaction, and Employee Retention in Entrepreneurial Enterprises: Beverage MSME Industry in Bogor City

This study explored the linkages between employee engagement, motivation, satisfaction, and retention in entrepreneurial enterprises within the beverage MSME industry in Bogor City. A quantitative research design was used to collect data from 278 employees working in entrepreneurial enterprises within the beverage MSME industry in Bogor City. The study found that employee engagement, motivation, and satisfaction were positively correlated with employee retention and collectively predicted employee retention in the beverage MSME industry in Bogor City. The study also found that employee perceptions of leadership, organizational culture, and job autonomy significantly influenced engagement, motivation, satisfaction, and retention. These findings suggest that businesses in the beverage MSME industry in Bogor City could benefit from investing in strategies and initiatives to enhance employee engagement, motivation, and satisfaction to promote employee retention. The study’s findings have implications for public policy and regulatory frameworks related to the beverage MSME industry in Bogor City and highlight the potential impact of external factors such as economic conditions, political instability, and technological advancements on employee retention.

Reconceptualizing employee disengagement as both attitudinal and behavioral: Narratives from China

Contextualized in the theories of person-organization fit and dialogic engagement, this study was among the first in public relations to explicate employee disengagement, its drivers and strategies to enhance employee engagement in a global setting. Based on 24 in-depth interviews of employees working in global and local public relations agencies in China, the study proposed a new conceptualization of disengagement consisting of employees’ indifference to work (attitudinal), slacking off on the job, and withdrawing from their work, organizations, and colleagues (behavioral). Results also revealed drivers for disengagement (person-organization and person-job misfit) and five main organizational strategies to enhance engagement. (99 words)

Potential of Artificial Intelligence in Boosting Employee Retention in the Human Resource Industry

Artificial intelligence (AI) has the potential to transform the human resource (HR) industry by automating routine tasks, improving decision-making, and enhancing employee engagement and retention. In this paper, we explore the use of machine learning and deep learning techniques to boost employee retention in the HR industry. We review the current state of the art in AI for HR, including the use of predictive analytics, natural language processing, and chatbots for talent management and employee development. We also discuss the challenges and ethical considerations of using AI in HR, including issues of bias and the need for transparent and explainable algorithms. Finally, we present case studies of successful AI-powered HR initiatives that have demonstrated improvements in employee retention and engagement. Our findings suggest that AI has the potential to significantly enhance employee retention in the HR industry, but its implementation requires careful planning and consideration of potential risks and ethical issues.

A Thematic Analysis on “Employee Engagement in IT Companies from the Perspective of Holistic Well-being Initiatives”

Attaining sustainable competitive advantage in changing paradigms of the business world is possible through highly engaged employees, and holistic well-being is considered one of employee engagement's most important drivers (Ryder, G., & Director-General, I. (2020). World employment and social outlook—trends 2020. World Employment and Social Outlook, 108.). As per the (ILO) International Labour organization's World Employment and Social Outlook report of 2020, there are more than 630 million workforces worldwide. Employers can contribute to reaching the third Sustainable Development Goal (SDG), which is "Good Health & well-being," by implementing effective health and well-being initiatives (Martin, & United Nations- SDG. (2016). Health. United Nations Sustainable Development. https://www.un.org/sustainabledevelopment/health/). The aim of this qualitative research is investigating employee engagement practices from the perspective of holistic well-being initiatives impacting employee engagement. To assess the same, employees from various IT businesses in Bangalore City were contacted to participate in semi-structured, in-depth personal interviews for data collection. The research design employed is Thematic Analysis (Braun and Clarke, Qualitative Research in Psychology 3:77–101, 2006), in which interviews conducted over calls were transcribed and coded, leading to the development of themes. Computer-Assisted Qualitative Data Analysis Software (CAQDAS)—NVIVO has been used for data analysis. A five-dimensional framework of holistic well-being is established through the literature review, forming the analysis parameters. The five dimensions are; Physical, Psychological (Mental & Emotional), Social, Financial, and Spiritual. Then the gathered data were allocated deductively to these five overarching themes. The findings of this study accentuate substantial focus on physical, psychological, and social aspects of well-being with inadequate attention towards the spiritual dimension. A lack of proper balance among the initiatives has come to notice. It is suggested that organizations evaluate the present status of the well-being of employees through specific tools, identify gaps, and formulate strategies that encompass a holistic well-being approach to enhance employee engagement positively.