Influence Employee Engagement Research Articles

Governance dynamics and the human capital disclosure-engagement paradox: a Japanese perspective

Purpose This paper aims to delve into the nuanced relationship between corporate governance dynamics, human capital disclosure and their impact on the competitive positioning of Japanese listed companies. The study primarily examines how these factors influence employee engagement, a critical determinant of overall business competitiveness. Design/methodology/approach Panel data for Japanese listed companies for FY 2019 to FY 2021 were analysed using multiple regression analyses with two models. Findings The results indicate that the presence of independent and female board members has a positive impact on human capital disclosure. Surprisingly, employee engagement was found to be negatively related with human capital disclosure, signifying a potential trade-off between transparency and engagement. Originality/value Amidst the escalating emphasis on non-financial information and corporate social responsibility, this paper unveils a previously underexplored aspect of Japanese corporate competitiveness. Specifically, this study offers a fresh empirical perspective on the relationship between corporate governance, human capital disclosure and employee engagement in Japanese listed companies, a topic with limited academic research and no legal regulations in Japan. The findings have significant implications for companies seeking to enhance their human capital disclosure and employee engagement practices, especially in light of the growing focus on non-financial information and social responsibility.

The relationship between coaching behaviors by situational leaders and new employee engagement

PurposeResearch suggests that leaders influence employee engagement and their connection to the organization, their manager and their team. However, the influence of leadership behaviors on new employees requires further investigation.Design/methodology/approachThis nonexperimental, cross-sectional, quantitative, exploratory study examined Situational Leadership II (SLII) behaviors, specifically the Coaching (S2) style and new employee engagement. New employees that had worked with medium-sized organizations (100 to 999 employees) for less than a year were surveyed using the Leadership Action Profile II (LAPII; The Ken Blanchard Co., 1979) and the Utrecht Work Engagement Scale-9 (UWES-9; Schaufeli and Baker, 2003). Regression analysis was used to determine the degree to which the SLII leaders’ behaviors explained new employee engagement. The research question and hypotheses explored the gap between SLII behaviors and new employee engagement.FindingsThe findings of this research indicated a positive relationship between the SLII leadership style of Coaching (S2) and new employee engagement. It is important to engage new hires in order to reduce turnover.Originality/valueThe SLII leadership style of Coaching (SW) was studied and in relation to new employee engagement. New hire engagement (those working for an organization for less than a year) is not an area that has been studied in relation to coaching in medium sized organizations and this article contributes to the literature.

Взаимосвязь компетенций руководителя и вовлеченности сотрудников

<p style="text-align: justify;"><strong>Objective.</strong> Analysis of the connection between the level of development of managerial competencies of a manager and the involvement in the work of both himself and his subordinates. <br><strong>Background.</strong> Most managers of modern organizations pay considerable attention to managing employee engagement when working with personnel. One of the key factors influencing employee engagement is the immediate supervisor. It is important to determine the manager’s competencies, through the development of which it is possible to increase the involvement of employees at different levels in the organization. <br><strong>Study design.</strong> The work examined the relationship between the involvement of employees at different levels in the organization and the level of development of the competencies of their managers; and differences between executive and employee engagement. The presence and degree of relationships were determined using correlation analysis, and differences were determined by assessing the reliability of differences in mean values. <br><strong>Participants.</strong> Employees of the organization: 768 people (24,2% men, 75,8% women): 146 (19%) managers and 622 (81%) employees. <br><strong>Measurements.</strong> Methodology for assessing the competencies of managers “360 degrees” based on a corporate model of 8 management competencies; Anonymous engagement questionnaire Kicentric – Russian version. <br><strong>Results.</strong> The manager’s competencies “Understanding the Business”, “Result Orientation”, “Interaction” and “Development of Subordinates” contribute to the involvement of subordinates. “Leadership”, “Initiative”, “Business Understanding”, “Interaction” are also interconnected with the leader’s own involvement. “Planning” is an inverse relationship. It has been established that there are differences in the involvement of managers and employees. <br><strong>С</strong><strong>onclusions.</strong> There is a relationship between the involvement of employees and the manager with the level of development of his competencies: some competencies of managers are associated with high involvement of him and his employees, some with low. A connection was found between the levels of involvement of the manager and employees. Differences in some parameters of engagement between managers and employees were revealed.</p>

The Workplace wellbeing dan employee engagement pada karyawan: Menguji peranan resiliensi sebagai mediator

The existence of globalization encourages every organization to be more adaptive in facing dynamic changes. Employee engagement is considered one of the important factors that can increase human resource performance. This research aimed to understand the impact of variables that can influence employee engagement, in order for the employees can be more engaged to the organization. Furthermore, this study examined the relationship between workplace well-being toward employee engagement with resilience as a mediator. The method used in this research was the quantitative method. The questionnaires using a random sampling technique and the answers from 183 employees across various regions in Indonesia with the following characteristics: employees aged 20 to 50, minimum tenure 1 year, were analyzed using SEM (Structure Equation Modelling) with the assistance of the smart PLS program. According to the analysis, it was found that (1) workplace wellbeing positively significantly influences employee engagement, (2) workplace wellbeing positively significantly influences resilience, (3) resilience positively significantly influences employee engagement, and (4) resilience mediates the relationship between workplace wellbeing and employee engagement. The result indicates that an Organization can increase employee engagement by building strong workplace well-being and supporting employees in increasing their resilience.

Nexus of Leadership Style, Organizational Climate, Motivation and OCB in Jordanian Telecommunications

Purpose: This study aims to explore the relationships between leadership style, organizational climate, motivation, and organizational citizenship behaviors (OCB) among lower and middle-level employees in Jordanian telecommunications companies. The primary goal is to investigate how leadership style and organizational climate influence OCB, with motivation serving as an intermediary variable. By examining these interrelationships, the research seeks to provide insights into the factors shaping employee behaviors and performance within organizational settings. Methods: A random sample approach was utilized to select 450 employees from three Jordanian telecommunications companies. Self-completed questionnaires were distributed via email to the respondents during the latter half of 2021, resulting in 350 usable responses for analysis. Smart PLS 3.0 software was employed to test the interrelationships between leadership style, organizational climate, motivation, and OCB. The study utilized structural equation modeling (SEM) techniques to examine the direct and indirect effects of the variables of interest. Results and discussion: The findings reveal significant relationships between transformational leadership, transactional leadership, organizational climate, motivation, and OCB among employees in the telecommunications sector. Specifically, transformational and transactional leadership styles, as well as organizational climate, were found to significantly influence both motivation and OCB. The analysis also supported three hypotheses on the mediation effects of motivation. These results contribute to a deeper understanding of the complex dynamics driving employee behaviors and performance within organizational contexts. Implications of the research: The research findings carry implications for organizational leaders, managers, and policymakers seeking to enhance employee engagement, performance, and organizational citizenship behaviors. By recognizing the influence of leadership style and organizational climate on motivation and OCB, organizations can develop strategies to foster a positive work environment and cultivate a culture of proactive employee behaviors. The study underscores the importance of aligning leadership practices and organizational climate with motivational factors to promote desirable outcomes and organizational effectiveness. Originality/value: This study contributes to the literature by providing insights into the relationships between leadership style, organizational climate, motivation, and OCB within the context of Jordanian telecommunications companies. The examination of these interrelationships offers a unique perspective on the factors shaping employee behaviors and performance. Moreover, by exploring the mediating role of motivation, the study advances our understanding of the mechanisms through which leadership and organizational factors influence employee engagement and citizenship behaviors. The research adds to the body of knowledge on organizational behavior and provides practical implications for fostering a positive workplace environment and enhancing organizational effectiveness.

Organizational Support and Career Development on Organizational Commitment: A Study in the Financial Services Industry in Indonesia


 This study investigates the interplay between organizational support, career development, and organizational commitment within the financial services industry in Indonesia. The research aims to shed light on how these factors influence employee engagement and retention in a rapidly evolving sector crucial to Indonesia's economic growth. Using a quantitative approach and Partial Least Squares Structural Equation Modeling (PLS-SEM), data was collected from employees across various roles in financial organizations. The analysis revealed significant positive relationships between organizational support and organizational commitment, career development and organizational commitment, as well as the sequential effect of organizational support on career development, leading to organizational commitment. These findings highlight the importance of fostering supportive environments and providing growth opportunities to enhance organizational commitment. The study suggests that prioritizing initiatives that promote organizational support and career development can lead to a more engaged and committed workforce, ultimately improving organizational performance and competitiveness in the financial services sector in Indonesia.

The Role of Perceived Organizational Support (POS) and Employee Satisfaction to Enhance Employee Engagement: Does Gender and Tenure Matter?

Research aims: The research investigated the conjecture that employee engagement is notably intensified in the presence of perceived organizational support (POS) and employee satisfaction. Additionally, the study explored the discrete impacts of the interconnections between these variables, considering gender and employee tenure. Design/Methodology/Approach: This study employed primary quantitative research methods through cross-sectional surveys. The hypotheses were tested using SEM-PLS with the assistance of Smart PLS.Research findings: The findings unveiled that POS indirectly influences employee engagement through its effect on employee satisfaction. Furthermore, employee satisfaction directly and positively contributes to heightened employee engagement. Neither gender nor tenure exhibits identifiable effects on the correlations between the constructs. It is ascertained that POS holds a higher degree of significance in cultivating employee engagement.Theoretical Contribution/Originality: The study empirically confirmed the enhanced employee engagement through POS and employee satisfaction, elucidating the mediating role of satisfaction, highlighting the significance of POS, and offering actionable managerial insights for human resource strategies.Practitioners/Policy Implications: It is recommended that managerial efforts be directed toward formulating human resource strategies that amplify POS.Research Limitations/Implications: Limited number of respondents due to the period of COVID-19 recovery.

Architecting the future: exploring the synergy of AI-driven sustainable HRM, conscientiousness, and employee engagement

This study investigates the interrelations between AI-Driven Sustainable Human Resource Management (HRM), Employee Engagement, Employee Performance, and Conscientiousness Personality, through a survey of 470 employees in Chinese enterprises. Integrating Ability-Motivation-Opportunity (AMO) and Person-Organization (P-O) Fit theories, the research introduces a comprehensive model. Our findings suggest that Artificial Intelligence-Driven Sustainable HRM positively influences Employee Engagement, leading to enhanced performance. Moreover, Conscientiousness Personality serves as a critical moderating factor between AI-Driven Sustainable HRM and Employee Engagement. This study provides a theoretical perspective on the integration of AI-Driven Sustainable HRM and Employee Engagement in Chinese enterprises, uncovering a mediating and moderating mechanism. Through this mechanism, AI-Driven Sustainable HR practices contribute to employee engagement and performance, particularly for those with a high level of conscientiousness.

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

Employees are one of the entities that are quite vital in driving a company. They are required to contribute concretely, optimally and continuously quantitatively and qualitatively in daily operations in order to achieve company goals. To support employees to remain enthusiastic and focused on company goals, a conducive and quality work environment is needed so that employees feel comfortable and will continue to be engaged (engaged) with the company. This study aims to determine the extent to which work life balance Employees are one of the entities that are quite vital in driving a company. They are required to contribute concretely, optimally and continuously quantitatively and qualitatively in daily operations in order to achieve company goals. To support employees to remain enthusiastic and focused on company goals, a conducive and quality work environment is needed so that employees feel comfortable and will continue to be engaged (engaged) with the company. This study aims to determine the extent to which work life balance and work culture influence employee engagement. The method used in this research is systematic literature review (SLR) of journal articles published in 2017-2022. Based on the results of literature analysis on the 5 selected journals, it shows that the independent variables, namely quality of work life and organizational culture, have an effect on employee engagement. This study seeks to determine and prove the extent to which the variables of quality of work life and organizational culture influence employee engagement, and based on the results of the study using a systematic literature review, it can be concluded: Quality of work life influences the company's employee engagement, Company culture also influences company employee engagementand work culture influence employee engagement. The method used in this research is systematic literature review (SLR) of journal articles published in 2017-2022. Based on the results of literature analysis on the 5 selected journals, it shows that the independent variables, namely quality of work life and organizational culture, have an effect on employee engagement. This study seeks to determine and prove the extent to which the variables of quality of work life and organizational culture influence employee engagement, and based on the results of the study using a systematic literature review, it can be concluded: Quality of work life influences the company's employee engagement, Company culture also influences company employee engagement

Peran On the Job Training dan Psychological Ownership Terhadap Employee Engagement dengan Kinship sebagai Pemediasi

The study aims to investigate on-the-job training and psychological ownership in Micro, Small, and Medium Enterprises (MSMEs) in ApasA, Kupang City, NTT. It employs a quantitative approach using questionnaires for data collection. Probability sampling method was used with a sample size of 42 individuals. Data analysis utilized Structural Equation Modeling-Partial Least Square (SEM-PLS) through Smart PLS version 3 software. Results show that on-the-job training does not significantly influence employee engagement, but psychological ownership positively impacts it. Kinship does not mediate the relationship between training or psychological ownership and employee engagement. These findings can help MSME management design more efficient human resource development strategies.

Pengaruh Lingkungan Kerja Non Fisik, Reputasi Perusahaan dan Komitmen Afektif terhadap Keterikatan Karyawan pada PT. Wulandari Bangun Laksana Tbk

Evaluation of a company's success can depend on the effectiveness of its human resource management. One of the main objectives of this management is to foster employee involvement, as it has been shown that when employees develop a sense of attachment to the workplace, they tend to exert their best efforts in carrying out tasks to the best of their abilities. This research aims to determine the influence of the non-physical work environment, company reputation, and affective commitment on employee engagement at PT. Wulandari Bangun Laksana Tbk. The research method applied is a quantitative research method. The samples in this research were employees of the project division and HRD&GA at PT. Wulandari Bangun Laksana Tbk. The sampling technique used a saturated sampling method with 37 respondents obtained by distributing questionnaires. The data analysis technique uses Partial Least Square (PLS) software. The research results explain that the variables of non-physical work environment, company reputation, and affective commitment positively and significantly influence employee engagement at PT. Wulandari Bangun Laksana Tbk.

Emotional intelligence in leadership: Its role in fostering employee engagement in Palestine’s ICT sector

This paper aims to explore the nexus between leadership emotional intelligence and employee engagement within Palestine’s information and communication technology sector. It seeks to fill a research gap by highlighting the impact of leaders’ emotional intelligence on fostering a committed workforce. The study used a quantitative approach and a descriptive research design. Its target population was 5,281 full-time employees in Palestine’s ICT sector, and 328 employees were sampled through probability multistage random sampling. The sample was split into groups based on job types and companies with more than 50 employees. The study’s findings corroborate the hypothesized positive effect, with statistical analysis revealing that emotional intelligence directly influences employee engagement levels within the ICT context (Beta = 0.302; P-value = 0.000). Although highlighted as a crucial element, emotional intelligence is designated as only part of a complex engagement equation that requires further investigation into additional contributing factors, such as different dimensions of emotional processing. AcknowledgmentThe authors express their gratitude to Gulf University for the significant financial resources that facilitated the publication of this work.

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.

Employee Engagement in the Gig Economy

This research conducted a systematic literature review to investigate Employee Engagement in the context of the Gig Economy. Key factors, such as work flexibility, organizational support, and work-life balance, were identified as important determinants in influencing employee engagement levels. The research results show that employee engagement contributes to increasing work efficiency, work quality, job satisfaction, and stress management in gig workers. In addition, involvement in employee communities and increasing professional networks are crucial aspects in expanding impact and career opportunities. These findings have significant implications for human resource management policies and practices in supporting the well-being and success of gig workers in the ever-growing gig economy.

The Influence of Employee Engagement and Employee Welfare on Employee Retention Through Business Management Talent Strategies

The Influence of Employee Engagement and Employee Welfare on Employee Retention Through Business Management Talent Strategies

Exploring the connection among employee performance, employee retention, and employee engagement within higher education institutions (HEIs)

The current research examined the connection between employee retention, their performance, and engagement in higher education institutions (HEIs). The study aimed to determine if employee engagement and retention are directly correlated with one another and with staff productivity. In order to collect information from staff members of various colleges and institutions in India’s National Capital Region (NCR), a survey questionnaire was created. SEM analysis was done to assess the relationship on a total of 313 valid replies. The results show that employee engagement positively affects employee retention, with a critical ratio (CR) of 2.569 and a standardised regression coefficient β =0.47, p = 0.000). The study also demonstrates that, with β = 0.51 and CR = 2.119, p=0.000, engagement had a favourable impact on employee job performance. Furthermore, with β = 0.34 and a CR of 1.992, p = 0.000, retention had a favourable impact on employee job performance. For HEIs, the study has important practical ramifications. To improve employee job performance, organisations should try to develop a supportive work environment that encourages employee engagement and retention. HEIs should establish friendly workplace environments for staff members and encourage constructive peer connections. The study also has societal repercussions. The variables that influence employee engagement and retention are indicative of a strong workplace culture, which has the potential to bolster the company’s standing in the community. Hence, if these requirements are addressed, employees will be given considerable focus.

The Perception of Ogranizational Commitment and Employee Engagement: A Literature Review

Employee engagement is a means to achieve the goal of organization. In this study, the researchers define transformational leadership model as a variable that can affect employee engagement. The employee engagement includes improving the employees’ responsibilities, motivating the coworkers, and influencing the employees’ performance. Accordingly, a study in line with the determinant of employee engagement is needed. This is qualitative research based on literature review the perception of employee engagement. It is important to identify the root factors that lead to employees being engaged. Employee Engagement is influenced by perceptions of organizational support and organizational justice. The aim of this empirical study was to learn more about the factors that influence employee engagement, such as motivation in the Ministry of Industry.

The Effect of Transformational Leadership on Turnover Intentions through Employee Engagement as a Mediating Variable (Study on Yogyakarta Social Service Employees)

Research Aims: This study aims to analyze The Effect of Transformational Leadership on Turnover Intentions through Employee Engagement as a Mediating Variable (Study on Yogyakarta Social Service Employees).
 Methodology: This quantitative survey research, focusing on the Yogyakarta City Social Service, involves the entire population of 76 employees as respondents. Data was collected through a questionnaire instrument and analyzed using Descriptive and Path Analysis for hypothesis testing
 Research Findings: The results indicate that transformational leadership significantly and positively influences employee engagement and turnover intention among Yogyakarta City Social Service employees. Additionally, employee engagement significantly and negatively affects turnover intention. Transformational leadership also exhibits a significant negative effect on turnover intention, mediated by employee engagement
 Theoretical Contribution: This research makes a significant theoretical contribution to the understanding of organizational dynamics, particularly related to transformational leadership, employee engagement, and turnover intention
 Implication: This highlights the importance of strengthening transformational leadership, particularly in the Yogyakarta City Social Service, to improve employee engagement.

The Effect of Person Job Fit and Person Organization Fit on Turnover Intention with Employee Engagement as an Intervening Variable (Empirical Study on Employess of the Sales Promoter Division of Realme Big Jember)

This research aims to determine the influence of person-job fit and person-organization fit on turnover intention with employee engagement as an intervening variable. This research is quantitative research with an explanatory type of research. The sample used was 114 respondents who were employees of the sales promoter division of Realme Big Jember using a simple random sampling technique. The data collection method used a questionnaire and then analyzed using the SEM-PLS method via SmartPLS 3. The results of the study stated that 1) Person job fit did not affect turnover intention, 2) Person job fit affected employee engagement, 3) Person organization fit affected turnover intention, 4) Person organization fit influences employee engagement, and 5) Employee engagement does not influence turnover intention. Another conclusion regarding the indirect influence of employee engagement is that it is unable to mediate the influence of person-job fit and person-organization fit on turnover intention.

The Influence of Perceived Organizational Support and Self Efficacy on Employee Engagement in Generation Z DKI Jakarta

This research aims to analyze the influence of perceived organizational support and self-efficacy on employee engagement in generation Z in DKI Jakarta. The research was conducted using quantitative methods on 115 generation Z respondents who worked in DKI Jakarta, selected using a purposive sampling technique. Data was collected using a Likert scale questionnaire and analyzed using SmartPLS to test the influence of the independent variable on the dependent variable. The research results show that perceived organizational support and self-efficacy have a positive and significant effect on employee engagement. Self efficacy has a stronger influence than perceived organizational support. All independent variables were able to explain 65.3% of the variance in employee engagement. The research implication is that organizations need to increase perceived organizational support and self-efficacy in order to increase employee engagement for generation Z. Future research needs to consider additional variables that have the potential to influence employee engagement.