High Levels Of Employee Engagement Research Articles

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

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

The Transformative Impact of E-learning on Workplace Safety and Health Training in the Industry: a Comprehensive Analysis of Effectiveness, Implementation, and Future Opportunities

This study explores the transformative potential of E-learning in workplace safety and health training. This highlights the flexibility, accessibility, and cost-effectiveness of E-learning for both employers and employees. This study uses a multi-faceted approach, including literature review, case studies, expert interviews, technological assessment, and data analysis, to provide a comprehensive analysis. It also explores the use of emerging technologies such as Virtual Reality (VR), Augmented Reality (AR), and Artificial Intelligence (AI) in E-learning. The findings revealed that E-learning can enhance knowledge retention, reduce workplace accidents, and increase employee engagement. However, challenges such as technological barriers and resistance to new methods persist. The study concludes by recommending a gradual implementation approach, content customization, integration of emerging technologies, continuous assessment, and strategies to maintain high levels of employee engagement.

Systematic Literature Review: The Effect of Quality of Work-Life Balance and Corporate Culture on Employee Engagement

This study explores the impact of work-life balance and organizational culture on employee engagement within an organization. As companies navigate the global market, human resources play a critical role in determining performance and competitive advantage. Organizational culture serves as a guiding framework that shapes employee behavior, while work-life balance directly influences employee well-being and productivity. Using a Systematic Literature Review (SLR) methodology, the study synthesizes findings from peer-reviewed publications indexed in Sinta, focusing on the relationships between these variables. The results indicate that both work-life balance and organizational culture significantly contribute to higher levels of employee engagement, enhancing motivation, commitment, and organizational performance. Employees in environments that prioritize work-life balance and foster open, participatory cultures tend to be more productive and loyal, reducing turnover rates. This research highlights the importance of creating policies that support a healthy work-life balance and positive work culture to improve employee engagement. Future research could examine these variables longitudinally, consider industry-specific dynamics, and incorporate qualitative methods for deeper insights.

Employee Engagement and Retention: Analyzing the Role of Leadership Styles and Organizational Culture

This article explores the utilization of advanced agricultural technology for sustainable agribusiness development through case studies and identifies future directions. The interplay between leadership styles and organizational culture is examined in shaping employee engagement and retention within organizations. Leadership styles, including transformational, transactional, and laissez-faire, significantly influence organizational culture, impacting employee behaviors and organizational outcomes. A positive and supportive organizational culture fosters higher levels of employee engagement and retention, whereas cultures marked by rigidity hinder engagement and retention. By understanding this interplay, organizations can develop strategies to cultivate effective leadership behaviors and foster a positive work environment. Future research should explore contextual factors' moderating effects on this relationship for a more comprehensive understanding. This study contributes to enhancing sustainable agribusiness development by emphasizing leadership and organizational culture's pivotal role in leveraging advanced agricultural technology.

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.

The Influence of Change Management Practices on Employee Engagement and Organizational Performance in A Competitive Business Environment: A Conceptual Review

This study explores the influence of change management practices on employee engagement and organisational performance within competitive business environments. It emphasises the critical role of effective change management strategies, including clear communication, employee involvement, leadership support, and training, in fostering high levels of employee engagement during organisational transitions. Engaged employees are more likely to embrace change, contributing to improved performance outcomes such as enhanced productivity, innovation, and profitability. The study highlights organisations' challenges when managing change in fast-paced, competitive markets. It underscores the importance of prioritising employee well-being and engagement to gain a competitive advantage. By adopting agile change management practices that support employee needs and organisational goals, businesses can better navigate market dynamics and achieve sustainable long-term success. This study employs a conceptual review methodology, systematically analysing existing literature to develop a theoretical understanding of the relationships among change management practices, employee engagement, and organisational performance. Through this approach, the study identifies critical themes, models, and theories, revealing insights into how organisations can effectively manage change. Additionally, the conceptual review identifies gaps in existing literature, proposing areas for future empirical research to explore the relationship between change management and organisational outcomes.

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.