High Levels Of Employee Engagement Research Articles

The impact of lifelong learning and investments in employee development on employee productivity and performance

This abstract highlights the significant positive influence of lifelong learning on both individual employee performance and broader organizational effectiveness. In today's dynamic and ever-evolving work environment, the concept of lifelong learning stands as a cornerstone for individual and organizational growth. This study investigates the profound impact of lifelong learning initiatives on employee performance within various professional settings. The findings underscore the pivotal role of lifelong learning in fostering a culture of adaptability, skill enrichment, and heightened problem-solving capabilities among employees. As employees engage in continuous education, upskilling, and professional development, a direct and positive effect on individual performance is observed. The acquisition of new competencies and knowledge positively influences productivity, innovation, and overall job proficiency. Moreover, the study revealed that a commitment to lifelong learning not only contributes to improved individual performance but also impacts organizational outcomes. Organizations that encourage a culture of continuous learning see higher levels of employee engagement, lower turnover rates, and greater levels of innovation and flexibility. A learning-centric workplace such as this leads to improved organizational performance and a competitive advantage in the marketplace. The abstract closes by arguing for the incorporation of lifelong learning initiatives into organizational strategy, emphasizing their role in improving employee performance and cultivating a resilient and adaptive workforce capable of managing the changing needs of the modern workplace.

The Role of Emotional Intelligence in Leadership Effectiveness and Organisational Behavior

Objectives: The primary objective of this study is to investigate the significance of emotional intelligence (EI) in relation to leadership efficacy and organizational conduct. Specifically, the study aims to explore the constituent elements of emotional intelligence, their influence on leadership behavior, and their correlation with organizational behavior. Additionally, the study seeks to examine the impact of emotional intelligence on fostering a favorable organizational climate, improving communication, facilitating decision-making, resolving conflicts, and promoting employee engagement. Methods: This study employs a quantitative research methodology, utilizing a self-administered survey instrument. The sample consists of 60 participants holding managerial positions in various organizations. Statistical methodologies such as explanatory diagrams and correlation analysis are used to analyze the data and investigate the relationships between emotional intelligence, managerial competence, organizational behavior, and employee satisfaction. Results: The results of the study highlight a positive association between emotional intelligence and managerial competence, organizational behavior, and employee satisfaction. The findings suggest that higher levels of emotional intelligence are correlated with more effective leadership, improved organizational climate, better communication, enhanced decision-making, conflict resolution, and higher levels of employee engagement. Conclusion: In conclusion, this study emphasizes the importance of emotional intelligence in leadership effectiveness and organizational behavior. The findings underscore the positive impact of emotional intelligence on various aspects of organizational conduct and employee satisfaction. Additionally, the study suggests avenues for future research, including longitudinal inquiries, intercultural variances, exploring intervening and moderating factors, developing interventions, and conducting comparative assessments.

NAVIGATING THE FUTURE: INTEGRATING AI AND MACHINE LEARNING IN HR PRACTICES FOR A DIGITAL WORKFORCE

As organizations navigate the complexities of the digital age, the role of Human Resources (HR) is evolving to meet the demands of a digital workforce. This review explores the integration of Artificial Intelligence (AI) and Machine Learning (ML) in HR practices to enhance efficiency, effectiveness, and employee satisfaction in the digital era. AI and ML technologies offer HR departments the opportunity to streamline operations, improve decision-making processes, and enhance employee experiences. By leveraging AI and ML, HR professionals can automate routine tasks such as recruitment, onboarding, training, and performance evaluation, allowing them to focus on more strategic initiatives that drive organizational success. One of the key advantages of integrating AI and ML in HR practices is the ability to personalize employee experiences. These technologies can analyze large volumes of data to identify patterns and trends, enabling HR professionals to tailor programs and policies to meet the unique needs of individual employees. This personalization can lead to higher levels of employee engagement, satisfaction, and retention. Furthermore, AI and ML can help HR departments make more informed decisions by providing data-driven insights. These technologies can analyze employee data to identify areas for improvement, predict future trends, and develop strategies to address challenges proactively. By leveraging these insights, HR professionals can make strategic decisions that align with the organization's goals and objectives. However, integrating AI and ML in HR practices also presents challenges, such as data privacy concerns, ethical considerations, and the need for upskilling HR professionals to use these technologies effectively. Organizations must address these challenges to realize the full potential of AI and ML in HR practices. In conclusion, integrating AI and ML in HR practices offers organizations the opportunity to enhance efficiency, effectiveness, and employee satisfaction in the digital age. By leveraging these technologies, HR departments can streamline operations, personalize employee experiences, and make more informed decisions that drive organizational success. As organizations increasingly turn to digital solutions, the role of artificial intelligence (AI) and machine learning (ML) in Human Resources becomes pivotal. This paper will focus on how AI and ML are being integrated into HR functions such as recruitment, onboarding, and employee engagement. It will also discuss the ethical implications and the challenges of maintaining human touch in an increasingly automated workplace. Case studies of companies leading in digital HR practices will be highlighted to provide real-world insights. Keywords: Digital Force, HR Practices, AI, Machine Learning, Future.

The Impact of Leadership Style, Training and Organizational Culture on Employee Productivity through Job Satisfaction

Employee productivity is a critical factor for organizational success, yet it can be influenced by various elements within the workplace. This study aims to investigate the interplay between leadership style, training opportunities, organizational culture, and job satisfaction, and how these factors collectively impact employee productivity. By examining the relationships among these variables, the research seeks to provide insights into optimizing workplace environments and practices that foster high levels of employee engagement and performance. The data were first processed for the characteristics of the respondent using the IBM SPSS 29 program, and then the questionnaire results were processed using the Structural Equation Modelling (SEM) method with the AMOS 29 program. The study found that that leadership style positively affects productivity, training has a positive effect on productivity, organizational culture has a significant positive effect on productivity, leadership style does not significantly influence job satisfaction, training has a significant positive impact on job satisfaction, organization culture positively influences job satisfaction, job satisfaction does not mediate the effect of leadership style on productivity, job satisfaction significantly mediates the effect of training on productivity, and job satisfaction also significantly mediates the effect of organizational culture on productivity.

Leading with Integrity: Revealing the Nexus in Private Sector Dynamics between Ethical Leadership and Employee Engagement

With a focus on the south-northern region of the Punjab, Pakistan this quantitative correlational study explores the relationship between work engagement and ethical leadership in private enterprises within a developed geographic area. Based on the theoretical framework of ethical leadership theory by Brown et al. and the conceptual dimensions of work engagement by Schaufeli and Bakker, this study uses survey data from the Ethical Leadership Scale (ELS) and the Utrecht Work Engagement Scale (UWES) to examine 150 conveniently sampled employees. The results, which were obtained using Pearson correlation analysis in SPSS V.24, provide strong evidence against the null hypothesis and show a substantial link between ethical leadership and total job engagement. Furthermore, particular job engagement dimensions—such as vigor, devotion, and absorption—show strong connections with ethical leadership in south-northern private enterprises. As a result, the results highlight the significance of ethical leadership in encouraging higher levels of employee engagement at work, offering insightful information to private enterprises looking to maximize worker productivity and results. In order to favorably impact the many aspects of work engagement and enhance the general well-being and productivity of employees in the private sector, especially in the south-northern region in Punjab, Pakistan the study suggests making strategic investments in ethical leadership.

Impact of Transformational Leadership on Organizational Performance in Public Sector Agencies in Somalia

Purpose: The aim of the study was to assess the impact of transformational leadership on organizational performance in public sector agencies in Somalia.
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: Several studies have investigated the impact of transformational leadership on organizational performance within public sector agencies, revealing significant insights. Transformational leadership, characterized by inspirational motivation, intellectual stimulation, individualized consideration, and idealized influence, has been found to positively influence various aspects of organizational performance. These include improved employee job satisfaction, increased employee commitment, enhanced organizational citizenship behavior, and greater organizational effectiveness. Furthermore, transformational leaders in public sector agencies tend to foster innovation and creativity among employees, leading to improved service delivery and better outcomes for stakeholders. Additionally, transformational leadership has been linked to higher levels of employee engagement and motivation, resulting in increased productivity and performance within these organizations.
 Implications to Theory, Practice and Policy: Social exchange theory, agency theory and social learning theory may be use to anchor future studies on assessing the impact of transformational leadership on organizational performance in public sector agencies in Somalia. Public sector agencies should invest in leadership development programs that focus on cultivating transformational leadership competencies among managers and executives. Public sector agencies should revise hiring and promotion criteria to prioritize candidates with demonstrated transformational leadership qualities.

Study on Employee Engagement in Higher Education Institutions: A Comparative study on Private and public HEIs

Employee engagement is a vital aspect in any organization, including Higher Education Institutions (HEIs). It refers to the level of commitment, motivation, and involvement of employees towards their work and the organization they work for. In the context of HEIs, employee engagement is crucial as it directly impacts the quality of education and overall performance of the institution. This paper aims to analyze and compare the level of employee engagement in private and public HEIs, and identify the factors that influence employee engagement in these institutions. According to the latest research, employee engagement is a critical factor in the success of any organization. When employees are engaged, they are more productive, motivated, and committed to their work. This study aims to explore the various factors that contribute to employee engagement and how it impacts overall organizational performance. Through in-depth interviews and surveys, we will gather valuable insights into the drivers of employee engagement and the best practices for fostering a positive and engaging work environment. Stay tuned for the results of our findings and the implications for your organization's success. Employee engagement is a multifaceted concept that is influenced by a range of factors, including leadership, communication, work culture, and job satisfaction. In order to gain a comprehensive understanding of employee engagement, it is important to consider the interplay of these various elements within the organizational context. Effective leadership plays a pivotal role in shaping the engagement levels of employees. Leaders who demonstrate empathy, provide clear direction, and support the professional development of their teams are more likely to foster a sense of purpose and commitment among employees. Additionally, open and transparent communication channels are crucial for keeping employees informed and engaged with the organization's goals and initiatives. Moreover, creating a positive work culture that promotes collaboration, recognition, and work-life balance is essential for sustaining high levels of employee engagement. Organizations that prioritize the well-being of their employees and offer opportunities for growth and advancement are more likely to experience greater levels of engagement and productivity. As we delve deeper into our research, we anticipate uncovering key insights into how organizations can leverage these factors to enhance employee engagement and ultimately drive improved performance and International Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 08 Issue: 02 | February - 2024 SJIF Rating: 8.176 ISSN: 2582-3930 © 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM28484 | Page 2 success. Stay tuned for the upcoming results that will provide actionable recommendations for enhancing employee engagement within your organization.

Create Sustainable WoW Employee Experience System

When we talk about experience, everyone understands that it has gone beyond the customer's sphere and today the world is talking about the Experience economy. Over the past decade, the creation of personalized experiences has also entered the realm of employees, which has led to the development of employee experience (EX) and it is already a significant corporate priority for many organisations. Without focusing on the employee experience, it is no longer possible to achieve high level of employee engagement. Many companies invest a lot of resources in employee engagement, however, despite this, specific metrics may not be as high as the allocated budget. The problem is that organizations focus on the outcome, which is employee engagement, but not on the cause, which is the employee Experience. Companies that understand the importance of creating a good experience for employees work thoughtfully in this direction and create special mechanisms - EX systems. Only a systematic approach can consistently create a good employee experience, to say nothing of a wow experience. The purpose of the given article is to describe the Employee wow Experience system and reflect the main decisions related to it: (1) What is employee wow experience and why is it important; (2) Categories of the employee's wow experience; (3) Framework for creating the wow experience; (4) Evaluation and motivation scheme for creation the wow experience.

Unlocking the Power of Employee Engagement: Unveiling the Key Indicators in Public Sector Organizations

This article proposes to explore the concept of employee engagement in the context of regional government, finding out its antecedents and implications for organizational performance, with a case study on the Provincial Government of South Sulawesi, Indonesia. This study used a quantitative approach with a survey method to collect data from South Sulawesi Provincial Government employees with 3,799 total respondents. This study implies descriptive quantitative analysis methods in analyzing data to find out the variables that contribute to the rigorous concept. This study analyses six main indicators in measuring the quality of Employee Engagement, namely supervisor evaluation, teamwork, growth opportunities, work-life balance, behavioral fairness, and effective communication. The results showed a high level of Employee Engagement among South Sulawesi provincial government employees, with an average overall percentage of 79.46% and the category "very high." These results indicate high levels of employee satisfaction and engagement in achieving organizational goals. This research provides important insights into the potential and relevance of Employee Engagement in improving performance and public services in public sector organizations. These findings provide a foundation for public sector organizations to better understand and utilize employee engagement as a key to achieving excellence in public services and achieving overall organizational goals.

Comparative Study on Employee Engagement and Job Satisfaction Level between Generation X and Y

The purpose of this research is to compare the level of employee engagement and job satisfaction of the generations X and Y in the Human Capital General Affairs Division of PT. Karoseri. This type of research is a comparative descriptive study intended to examine differences the level of employee engagement and job satisfaction. The population of this study was all employees of the Human Capital General Affairs Division with a total of 35 people. They are all used as the sample. The data analysis techniques were descriptive analysis, inferential analysis, and t-test which was used for comparison. The results showed that there was no difference in the level of employee engagement and job satisfaction between the generation X and Y. High level of employee engagement indicates that the two generations have already had feeling to engage with the company. Moderate level of job satisfaction indicates that the generation X and Y were quite satisfied with their current job.

РАБОТА В РАДОСТь, ИЛИ ЧТО ЛУЧШИЕ В МИРЕ РАБОТОДАТЕЛИ ДЕЛАЮТ ДЛЯ СВОИХ СОТРУДНИКОВ

To succeed in the face of constant and unpredictable changes, organizations need to ensure a high level of employee engagement and satisfaction with their work. These processes contribute to sales growth, increase customer loyalty and reduce staff turnover. At the same time, research organizations reveal that almost 80% of employees of companies around the world are disappointed in their work. This circumstance reduces their productivity and contribution to the development of the organizations in which they work. Specialists identify conditions that neutralize dissatisfaction and increase employee motivation. At the same time, special attention is paid to the involvement of the employee in the creative flow, which contributes to his development and improvement of his results. The following practices were identified by analyzing of companies’ activities to promote the happiness of their employees: the formation of common company values and building their connection with the values of employees; providing employees with autonomy in making key decisions about their professional activities; creating opportunities for initiative and creativity in the development of their field; creating conditions for the constant exchange of ideas, knowledge, experience, as well as feedback.

Engaging Employees Via an Inclusive Climate: The Role of Organizational Diversity Communication and Cultural Intelligence

ABSTRACT This study aims to advance research on internal communication and employee engagement by exploring the role of diversity communication. Specifically, this study tested a conceptual model that links organizational diversity communication efforts and employee cultural intelligence with an inclusive organizational climate and employee engagement. This study also investigated the potential moderating effects of employees’ minority status in the model. Through an online survey of 657 full-time employees working across diverse industries in the U.S. this study showed that an organization’s diversity communication and employee cultural intelligence increase employee perceived inclusive climate in the organization, which ultimately leads to a higher level of employee engagement. Further, for minority employees, an inclusive climate showed a much stronger effect on their level of engagement than for their white counterparts. Theoretical and practical implications are discussed.

How Supervisor, Workplace Support, and Training affects Employee Engagement in the Cement Industry

One of the most important aspects that can have a significant effect on an organization's efficiency is the level of employee engagement. Management uses a number of incentives to inspire and reward employees, increasing the likelihood that they will work hard but happily toward the advancement of the organization and the realization of its stated objectives. The study's objective was to analyze the reasons that influence satisfaction of the employees in the Lucky Cement Plant, where 200 hundred employees were surveyed. Data was analyzed through SPSS version 20. Frequency tables, percentages, and bar charts were used for descriptive analyses, while inferential statistics was used to determine predictors and employee engagement. All three independent factors (supervisor support, peer support, and training) were found to have a statistically significant relationship with the dependent variable (employee engagement). All demographic characteristics and independent variables, excluding stress, are positively associated with high levels of employee engagement.

Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees

AbstractSustainable human resource management (SHRM) views employees as a very important resource for the organisation, while paying close attention to their preferences, needs, and perspectives. The individual is an essential element of SHRM. The article focuses on analyzing selected SHRM issues related to the individual employee's level of job engagement and employee satisfaction. The main objective of our study was to identify individual-level correlations between factors affecting employee satisfaction, such as: workplace well-being, employee development, employee retention, job engagement, and employee satisfaction. Based on the results of a systematic literature review, we posed the following research question: is there any relation between factors affecting employee satisfaction (employee workplace well-being, employee development, employee retention, work engagement) and employee satisfaction in the SHRM context? To answer the research question, we have conducted a quantitative study on the sample of 1051 employees in companies in Poland and posed five hypotheses (H1-H5). The research findings illustrate that higher level of employee workplace well-being (H1), employee development, (H2), employee retention (H3) was related to higher level of employee engagement (H4), which in turn led to higher level of employee satisfaction. The results show the mediating role of employee engagement in the relationship between workplace well-being, employee development, employee retention, and employee satisfaction (H5). The presented results contribute to the development of research on work engagement and job satisfaction in the practice of SHRM. By examining the impact of individual-level factors on job satisfaction, we explain which workplace factors should be addressed to increase an employee satisfaction and work engagement. The set of practical implications for managers implementing SHRM in the organization is discussed at the end of the paper.

HR Practices and Employee Engagement: The Mediating Role of Employer Branding

Based on the Resource-based and signaling theories, the present research examined the role of employer branding as a mediator in the relationship between human resource practices and employee engagement. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to conduct data analysis in this research, with a sample size of 220 personnel. There exists an important correlation between human resource practices and employer branding regarding employee engagement. These results demonstrate a favorable association between employer branding and employee engagement. Furthermore, the study revealed the presence of employer branding as a mediating factor in the hypothesized interactions. This study is a valuable contribution to the current body of research regarding the field of human resources, specifically focusing on the topic of employee engagement. It guides managers on strategies to improve work satisfaction and foster higher levels of employee engagement.

(Re-)Positioning and recognising the influence of internal communication on employee engagement for maximum organisational performance

Research on how communication contributes directly to high levels of employee engagement within the workplace is still relatively under-prioritised in public relations and corporate communication literature. Although some evidence exists on the relationship between internal communication strategies and employee engagement outcomes, the accentuated value that can bederived from internal communication practice is yet to be fully explored. The purpose of this study is to reposition and recognise the strategic nature of internal communication in maximising and cultivating high levels of employee engagement for organisational performance and success. The study explores the strategic importance of internal communication in accordance with amanagement philosophy anchored on collaborative, open and transparent communication. By using semi-structured interviews with managers and focus group discussions with employees, the study found that organisational engagement emanating from a strong management philosophy as part of the internal communication strategy empowered employees to perform beyond prescriptive expectations. Also, employees viewed the management philosophy as an avenue for the attainment of organisational goals, enabledthrough ‘one-on-one caring’ interviews with managers, which centered on the sensitivity of collaborative internal communication efforts. The efficacy level of internal communication was a key determinant of the organisation’s engagement efforts. More so, internal communication was also used to facilitate the dialogic exchange of information and often cultivated diverse opinions to improve operational efficiency through the attainment of strategic communal relationships.

BUILDING A CULTURE FOR EMPLOYEE ENGAGEMENT

Employee engagement, frequently defined as the willingness of an employee to give one’s best work, can be a key indicator in organizational effectiveness. Many organizations routinely measure the level of employee engagement because of its relationship to organizational performance. Reflecting on current trends indicating low levels of employee engagement, there is a need to identify best practices used by organizations that have achieved high levels of employee engagement over an extended period. This qualitative case study of organizations in Northwest Ohio, which were voted as a top workplace by employees, aimed at identifying the key cultural and leadership elements necessary to achieve optimum employee engagement. Results of the study showed leaders were deeply committed to the employees of the organizations and employees had a high degree of confidence in their leaders. The commitment and confidence by both leaders and employees resulted in a workplace culture of trust, openness, respect and ongoing collaboration between leaders and employees, and employees with each other.

Effect of work environment on employee engagement: Mediating role of ethical decision-making

Organizations are increasingly being responsible for providing good and healthy work environment that can help in supporting employees performing their duties. Supportive work environment can increase the degree of employee engagement, which in turn, makes them more attached to their roles. The purpose of the current study is two-folded: to investigate the effect of work environment on engagement, and to test ethical decision making as a mediator between environment and engagement. Data were collected from a sample of 237 employees from transportation corporations listed on the Amman Stock Exchange (2019) in Jordan. Structural equation modeling was utilized to test the model. Results proposed that engagement was significantly related to work environment and ethical decision-making. Work environment has a greater effect on employee engagement than on ethical decision-making. Moreover, the effect of ethical decision-making on employee engagement was greater than the effect of work engagement on ethical decision-making. Furthermore, the study yielded support for the claim that ethical decision-making played a significant role in the relationship between work environment and employee engagement. Therefore, employees having good working conditions and making ethical decisions tend to get higher levels of employee engagement.

Religiosity, employee empowerment and employee engagement: an empirical analysis

PurposeThe purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.Design/methodology/approachDrawing on the social exchange theory, a framework of hypotheses is developed that focusses on religiosity, employee empowerment and their impact on employee engagement. This research employed a quantitative survey and data obtained from 232 adults working in companies in Accra Ghana.FindingsThe results suggest that religiosity dimensions (extrinsic and intrinsic) have a counterbalancing effect on employee engagement dimensions (intellectual and affective). Employee empowerment predicts both intellectual and affective engagement.Research limitations/implicationsThis study has some limitations which provide opportunities for more research. First, the study is cross-sectional and focusses on employees in selected companies in Accra Ghana. More so, the participants were a convenience, majorly men (only 28% were women). This limits the generalisability of the findings and our confidence in ascertaining the “cause” and “effect” in the relationship. The present paper used a quantitative research approach; mixed method may provide in-depth insight into the subject. The study examined the direct relationship between religiosity, employee empowerment and employee engagement. Future research should explore how the effect of religiosity and employee empowerment on a relevant outcome changes according to other organisational characteristics.Practical implicationsOrganisations must develop more interest in religion's relevance and its impact on their employees' engagement. This should be done by providing the necessary platforms for employees to practice their religion. There is the likelihood of lack of engagement when an organisation fails to consider employee religious orientation or attempts to unduly regulate employees' religiosity. Empowering work environment can promote a higher level of employee engagement. It is obvious that empowered employees are focussed, energetic, enthusiastic and have positive disposition to work. These positive attitudes lead to a higher level of engagement which fosters productivity and overall organisational performance.Originality/valueThis study could contribute to the literature on religiosity, employee empowerment and employee engagement in the Ghanaian context. Therefore, there is a need to keep employees engaged and enhance productivity. This study underpins the importance of religiosity and employee empowerment in fostering employee engagement and productivity in the Ghana work setting.

Analyzing the Impact of Diversity Management on Innovative Behaviors Through Employee Engagement and Affective Commitment

This article aims to analyze direct and indirect impact of diversity management on innovative behavior through employee engagement and affective commitment. The sample used in this study comes from a survey of 225 respondents who are employees of one of the prestigious Mashhad universities. The data was gathered using a questionnaire and analyzed by structural equation modeling with Warp PLS 5. This research verified the direct effect of diversity management on employee innovative behavior. Moreover, results show diversity management predicts employees’ affective commitment and employee engagement. The impact of affective commitment and employee engagement on employees’ innovative behavior was also confirmed. The results show that diversity management, affective commitment, and employee engagement predict each phase of idea generation, idea promotion, and idea implementation. Based on this study, we recommend that human resource practices should institutionalize effective diversity management like training, employment, progression, and promotion. Furthermore, the high level of employee engagement and affective commitment could be considered by universities to increase innovative behavior. The current research addresses a gap in the current literature in the diversity management and innovative behavior context by employing different theoretical bases, including Social Exchange Theory and Institutional Theory.