Level Of Employee Engagement Research Articles

Talent Development Practices Predict the Employee Engagement of Human Resource Professionals

There is little evidence to indicate the association between talent development practices and the employee engagement of human resource (HR) professionals. The aim of this study was to examine if talent development practices predict the employee engagement levels of HR professionals. The study was conducted by means of a quantitative survey research design based on a sample of 354 HR professionals. A stratified random sampling technique was applied and data were collected by means of the Survey Monkey internet tool and analysed by means of multiple regression analysis. The results indicate that self-development behaviour is not a significant predictor of organisational engagement, while developmental relationships and support as well as development assignments are significant predictors. These results suggest that managers should provide developmental support and assignments to enhance employee engagement.

Corporate rebranding: An internal perspective

Corporate rebranding that modifies logos, tagline and the corporate brand name is common among practitioners. Available literature reports the success of corporate rebranding by the response and perception of external stakeholders but there is little reflection of the internal perspective. Employees however represent the brand values and fulfil the corporate brand promise. To fill this gap a multiple case study approach was adopted, and semi-structured in-depth interviews were conducted followed by thematic analysis of the data. Findings of the study emphasized upon the role of rebranding communication by leadership in facilitating changes to the corporate brand, resulting in employee buy-in. This important contribution to the literature will also help managers achieve employee buy-in to strategic changes in the organisation especially post Brexit. Further research is recommended to measure existing levels of employee engagement and corporate brand identification that will support post rebranding employee buy-in.

Perceived organizational support and work engagement of employees with children with disabilities

PurposeThe purpose of this research is to investigate the role of organizational support, as it is evidenced by supervisor's support and coworkers' support, in the work engagement levels of employees who are parents of children with special needs and disabilities (SND).Design/methodology/approachThe authors employed a self-administered survey questionnaire in Singapore and collected 224 useable responses. They used moderated hierarchical regression analysis to assess the relationships among organizational support, employees' child disability severity and levels of work engagement.FindingsThe research results indicated that higher levels of supervisor's and coworkers' support have a positive impact on work engagement levels of employees with children with SND. In addition, the authors observed that supervisor's support and coworkers' support moderate the relationship between employee’s child's disability severity and work engagement levels.Research limitations/implicationsThe results contribute to the introduction of a discussion about supportive practices directed toward this diverse group of employees in Singapore. The research findings are country-specific.Practical implicationsThe authors propose that human resource management practitioners could craft policies that may trigger tangible and emotional support by supervisors and coworkers of employees with children with disabilities, depending on employees’ children's disability severity.Originality/valueThis research is the first empirical examination that measures the work engagement levels of employed parents of children with SND in Singapore, considering both organizational and family dimensions.

A Conceptual Framework for the Acceptance of E-Commerce Technologies among Organizations in Developing Countries

The presented study examines e-commerce technologies a new conceptual framework of the unified theory of acceptance and use of technology among small and medium enterprises (SMEs) in developing countries.Aim. The study aims to identify factors for the implementation and acceptance of e-commerce among small and medium enterprises (SMEs) in developing countries.Tasks. The authors utilize tools of G. Hofstede’s cultural dimensions theory to describe the emotional attitude of an individual to the use of technology.Methods. This study examines various aspects of the method of the unified theory of acceptance and use of technology (UTAUT), which is implemented in many studies of behavioral intentions of individuals in the adoption of new technologies.Results. For the first time, a conceptual (predictive) model based on four moderating variables is proposed. The variables include such cultural dimension parameters as power distance index (PDI), individualism/collectivism (IDV), uncertainty avoidance (UAI), and long-term/short-term orientation (LTO). These moderators boost the effect of the basic constructs on the behavioral propensity for the use and application of technologies.Conclusions. Based on the considered conceptual framework, the authors propose a number of recommendations for the development of tools that would ensure the required level of employee engagement in the acceptance and use of e-commerce technologies among small and medium enterprises (SMEs) in developing countries. Another promising direction involves using the tools of G. Hofstede’s cultural dimensions theory to examine the specific aspects of the acceptance and use of information technology among organizations belonging to different national business cultures.

Exploratory study

PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.

Role of Sub-constructs of Psychological Capital and Transformational Leadership in Engaging Employees in Service Sector

The purpose of this study is to examine the relationship between transformational leadership (TL) and employee engagement through the mediating role of the sub constructs of psychological capital. The article has used a single cross-sectional descriptive design. The sample consisted of 450 full-time employees working in the service sector in India. The data were mainly analyzed through structural and measurement model. The result of the study revealed that TL has an influence on employee engagement. The relationship between TL and employee engagement is mediated by sub-construct hope of psychological capital. Implication of this study is of high importance for organizations continuously working to increase the level of employee engagement to further enhance competitiveness. Prior research has examined the antecedents of employee work engagement, but little is known about the role of TL and a positive psychological state, in shaping employee work engagement. Imparting TL training and style can help to generate psychological capital which will positively drive employee engagement. Organizations with transformational leaders will be able to make employees feel valued and happy by igniting feeling of hope. The engaged workforce will result in the positive social outcome. This study is original as earlier studies have not explored the important role of hope and also optimism as dimensions of psychological capital. The article supports the critical role of leadership and psychological capital in creating highly engaged employees which have not been studied in an Indian context with specific focus to the service sector.

A Comparative study of Employee Engagement in Private and Public Companies in Oman oil and Gas Sector

The oil boom in the Arabian Peninsula has removed Oman's dependence from the agriculture sector and shifted to the oil and gas sector. Oman's economy is dependent on the public sector but the expanding population has made it inevitable to penetrate deeper into the private sector too. This present research study attempts to compare employee engagement in public and private companies in Oman oil and gas sector. It aims to identify the difference that exist in the comprehension of employee engagement. Add to that, this study also aims to compare cognitive, emotional and behavioral levels of employee engagement in the said sectors. Primary data was sourced through structured questionnaire and the information regarding the respondents were collected from 140 respondents. Out of that 70 respondents in public and 70 respondents in private Oil and Gas sector. Snowball sampling method was used to collect the data. The target respondent for this study are middle level employees. The outcome revealed that there is no significant difference in behavioural level of employee engagement but cognitive and emotional level there are some significant differences in employee engagement between public and private companies in oil and gas sector.

Work and non-work identities in global virtual teams

PurposeIncreasing digitization has transformed ways of work in modern age. Organizations are increasingly relying on global virtual teams (GVTs) as new forms of working. However, the challenges of configuration of GVTs have been reported to reduce the levels of employee engagement, especially so in multicultural GVTs. Extant research indicates cultural intelligence as one of the drivers of employee engagement in GVTs, though the nature of this relationship has remained unclear. As there is scarce literature on the nature of this relationship, the purpose of this paper is to examine the linkages between cultural intelligence and employee engagement and the authors explain the findings using the identity lens.Design/methodology/approachThis study is an ethnographic inquiry to understand the nature of the relationship between cultural intelligence and employee engagement.FindingsThe results of the study indicate that the inclusionary pressures of non-work identities (national culture) are high in context of GVTs owing to their configuration. However, preferences (alignment or misalignment) of team members either initiate gain cycles or loss cycles, thus effecting the levels of employee engagement. Further, it was found that individual preferences may dynamically change from misalignment toward alignment with improved levels of cultural intelligence among team members of GVTs. The relationship between cultural intelligence and employee engagement has been found to be mediated by trust among team members in GVTs.Originality/valueThis is one of the first papers to understand the dynamics of this relationship in an organizational GVT context. The authors also propose a unique framework combining cultural intelligence, trust and employee engagement in the context of GVTs.

Work engagement and financial satisfaction: The role of corporate volunteering and age

BACKGROUND: Work engagement and corporate volunteering increasingly draw the attention of researchers and practitioners because they significantly and positively contribute to individual and organizational outcomes. However, it is not clear whether employee age and financial satisfaction contribute to higher levels of employee engagement and volunteering. OBJECTIVE: The aim of this study was to investigate the mediating role of corporate volunteering between financial satisfaction and work engagement, and to explore work engagement and financial satisfaction relations with regard to age and corporate volunteering. METHODS: The study encompassed 1,109 multi-occupational employees of business and public sector in Poland. Work engagement (UWES), corporate volunteering and financial satisfaction measures were applied online. We investigated work engagement, corporate volunteering, and financial satisfaction interaction by means of two-way analysis of variance (ANOVA) and straightforward mediation analysis using PROCESS. RESULTS: Our results indicate the importance of corporate volunteering as a mediator between financial satisfaction and work engagement: employees participating in corporate volunteering had higher levels of financial satisfaction than those not participating. CONCLUSIONS: Firstly, corporate volunteering should be included in job design to increase work engagement; and secondly, organisations should increase employee financial satisfaction to facilitate corporate volunteering.

Educating the Concepts of Retention Factor of a Company with the Case of Employee Engagement Level Increase

The current socio-economic situation creates similar conditions and rules for companies in various industries around the world.in this vein, the study and educate the retention factors of the company are of a great importance. The task of staff productivity increase and the overall effectiveness of its activities is relevant. The most important role in addressing the issue of employee productivity and performance increasing, as well as his retention is played by employee engagement. The researchers studying engagement at work recognize that this phenomenon is multifaceted and define it as an employee's physical, cognitive and emotional state, causing excessive performance of his functional duties. Involvement is interconnected with the motivational potential of work, therefore, the conditions for the engagement development are the following ones: work significance and diversity, the comparison of work with its result. The authors of the article conducted the study of engagement at work in the enterprises of fishing and fish processing industries. We determined the problems that impede the growth of staff engagement. The authors of the article implemented the program of corrective actions aimed to improve the factors affecting the engagement at work and retention of staff. We determined the interdependence of involvement level and the coefficient of staff turnover, as well as the return of employees to some holding.

Performance Appraisal and Employee Engagement: Does Tenure Matters? Evidence from South-West Nigeria

Background: The level of employee engagement globally is declining.Evidences points to low level of employee engagement in Nigeria. In this study, performance appraisal and performance appraisal feedback are hypothesized as factors that increase the level of employee engagement.
 Objective: The objective of the study was to investigate the influence of performance appraisal and performance appraisal feedback on the employee engagement among workers in South-West Nigeria.
 Methods: The study adopted descriptive research approach. Respondents were sampled from employees of one State University, wire industries, and oil and gas sector in Osun State capital, Nigeria. Stratified and simple random sampling techniques were used to select 250 respondents. The questionnaire was used for data collection. Only 139 (54.51%) questionnaires were found useful for the analysis. Descriptive statistics, correlation and regression analyses were used for the data analysis.
 Results: The study found out that performance appraisal had positive significant influence on employee engagement but the relationship between performance appraisal feedback and employee engagement was found to be statistically insignificant. Tenure was found to moderate the influence on the relationships.
 Conclusions: Based on the findings of the study, the study concluded that employee tenure was an important moderator in the relationship between performance appraisal, performance appraisal feedback and employee engagement.
 Implications: The implication of the findings of this study was that employee characteristics are important factors for the consideration of Human resource practitioners for organization effectiveness and productivity.
 Recommendations: The paper recommended that HR managers should pay more attention to the employee metrics in implementing HR policies.

Intepretation of Employees Intelligence in Handling Machinaries Associated With Manufacturing Units

Many organisations operate with the strong belief to contribute positively to the society, economy and strong corporate work culture. This defines the level of employee engagement that transforms the organisation into a high performance genre. An organisation’s culture is an essential part of business. It influences nearly every aspect of the organisation, from acquiring top talent to improving employee satisfaction, employee engagement and enhancing employee productivity, it becomes the basis of a happy workforce. A distinct corporate culture is important to the success of an Organisation. Hence to bring out the transformation in the culture it is import for the decision makers to be aware of the influencers. Good Leaders with high level of EI can drive the behaviour and positively impact people to create a successful work culture. The objective of this paper is to explore the relationship between emotional intelligence and transformational leadership and their effect on organizational culture

Impact of Age, Gender and Job Satisfaction on Employee Engagement in the IT sector

The present analysis has been conducted to understand the influence of job satisfaction, gender and age on the employee engagement levels in the Information and Technology sector. 196 bona fide questionnaire responses were received from two Information Technology (IT) firms in Odisha, India to perceive the impact of factors like job satisfaction, age and gender on the work commitment levels of employees. Correlation analysis was done to unravel the interrelationship linking gender, age and job satisfaction. The findings indicated that there was no effect of gender or age on the engagement of employees in the IT sector. Gender and age were independent of each other but influenced the Job satisfaction of the employees in the IT area. The goodness of fit was calculated for the dataset by doing the chi square test. Based on the values, for the first and the second hypothesis the null hypothesis was rejected and the alternative was selected. For the third hypothesis the null hypothesis was accepted. This showed that age and gender do not have a major impact on engagement in IT employees. But job satisfaction has a positive association with employee engagement. Regression analysis was also carried out to check the relationship between age and gender which are the independent variables with job satisfaction which is dependent. It was concluded that there is a 50% association between the independent and dependent variables. Thus organizations should make sure that the work culture is a healthy mix of the right elements so that a diverse taskforce is always driven to work and shares mutual goals with the organization.

Evaluating the level of employee engagement in strategy implementation using the Balanced Scorecard

<p>The term ‘employee engagement’ has been debated in human resources management, with particular emphasis on discussions centred on employee motivation, job satisfaction and productivity. Recent research shifted focus to show its significance in performance management. Research is still scanty on the linkage of employee engagement, overall organisation performance and the strategic management process. This research aimed at assessing the role of employee engagement in strategy implementation using the Balanced Scorecard for a Ministry of Minerals Resources. Knowledge of the importance of engagement in the execution of the organisation’s strategy and performance management was sought and the role of leadership in driving employee engagement in the workplace. A quantitative research strategy was used to gather data from a target population of 120 participants through the use of questionnaires. Findings revealed that awareness of the importance of engaged employees in the execution of an organisation strategy is relatively high and can positively contribute to increased productivity and performance, particularly if the Business Scorecard tool is understood by all employees and appropriately cascaded to them. The study also recommended that a positive organisational culture be cultivated so that all employees have the same vision, motivation and drive to improve productivity.</p>

Designing Employee Engagement Framework for a Business Unit of an Indian Multinational Conglomerate

Employee engagement is an area which has been in discussion lately. Many organizations fail to engage their employees as a result they face high attrition resulting to high cost. The level of employee engagement in an organization can be enhanced by identifying the drivers. These drivers can then contribute in developing an employee engagement model and framework which could be of help for the organization in the long run. This research is conducted in one of the business unit of an Indian multinational conglomerate. The purpose of the research was to design an employee engagement framework. For this, the researcher prepared a survey questionnaire using quantitative technique and floated it to all the employees (760) in that business unit. There were total 40 questions out of which 36 were closed ended 5 point Likert scale positive statement and 4 open ended questions.To understand the characteristics of the population size for identifying which all drivers are influencing the employee engagement in the organization the most, the researcher had used Descriptive research. MS Excel and statistical tools were used to analyze the data and to come up to a conclusion. Using the research findings of the research, the researcher framed an employee engagement framework which the company is planning to implement.

Career Management and Employees’ Commitment in the Tele-communication Industry in Kenya

Assessing workforce attitude is a business imperative. Committed and engaged employees are invaluable assets to an organization as high levels of employee commitment and engagement promote retention of talent, foster customer loyalty, and improve organizational performance and stakeholder value. The development of employees for future positions enables organizations to develop and place employees in positions compatible with their individual career interests, needs, and goals. The purpose of this research was to investigate the influence of career management on employee commitment in the tele-communication industry in Kenya. The study adopted a mixed research design. The study targeted all the telecommunication branches in Mt. Kenya Region that are managed by the shop manager being the top most managers in the branch. The researcher collected primary data using structured questionnaires. Data was analyzed using inferential statistics and processed using Statistical Package for Social Sciences (SPSS) Version 22, multiple regression analysis was used to establish the relations between the independent and dependent variables. Chi- square was used to test the hypothesis and was based on the alpha level or the significance level. Research findings were presented in form of tables, graphs, and charts. The study found that career management enables employers to identify talented employees at all functional levels of the organization and this helps them to identify options and requirements for career advancement to assist employees advance their professional growth and take on new responsibilities. Failure to recognize employee’s performance leads to de-motivation and this contributes to high labor turn over in organizations. The study concludes that a clear career path for employees on how they can meet their personal ambitions is paramount as they try to realize corporate goals. The study also concludes that career management is not an end in itself but a continuous process of developing human resources for achieving optimum results. The study therefore concludes that organizations with effective career management practices have employees who contribute greater discretion effort. The study recommends that organizations should focus more on employee engagement as a part of career pathing as it helps to create an effective career development strategy within the organization, and this engagement helps employees to transition into new roles and are therefore motivated leading to greater employee commitment.

Employee Engagement and Retention in Automotive Industry in Malaysian Context. Job Stress as a Moderator

Employee engagement has been extensively researched lately as it delivers a positive business outcome. Due to the complex competition prevailing in the automotive industry, maintaining a high-level engagement among the employees is important for long term business performance. The level of employee engagement can be improved by identifying its drivers. For this purpose of study, The Malaysian automotive industry was chosen as it plays a significant role in the manufacturing sector which drives towards industrialization nation, hence contributing to the Malaysian economy. The drivers of employee engagement are identified as (rewards and recognition, leadership, empowerment, compensation and career development) and their relationship between employee engagements are examined. Furthermore, Job stress was used as a moderator to examine the relationship of Employee Engagement and Retention. 288 responded from this industry in Malaysia based on random sampling and Structural equation modelling (SEM) was utilised as statistical tools to perform the analysis. It is hoped that this study will benefit many organizations, especially the employers and human resource managers in Malaysia by developing a better understanding on the importance of employee engagement within the organization, in a way, which could improve the performance of the business competitiveness and retain the employees

CGPL—Survival Through Engagement at a Time of Turbulence

This is a case of organizational development at Coastal Gujarat Power Ltd. (CGPL), Mundra in Gujarat, India. CGPL was formed as 100% subsidiary of Tata Power in April 2007. CGPL is India's first Ultra Mega Power Plant of 4000 MW capacity. CGPL has put India into global power map by utilizing the best technology & operating at benchmark levels of lowest cost of power generation. This paper focus on the management and development of employee engagement, which was at an all-time low. This level of engagement has been attributed to a diverse workforce, inadequate leadership communication, ambiguity is people policies, uncertainties on the financial health of the plant, remote location and lack of individual career plan at the time of project demobilization. This case addresses the use of an engagement model and was customized holistically through active participation of employees and all stakeholders to address the issues and enhancing engagement level of employees to 71%. This case reinforces various literature that employee engagement has positive impact on business results. The case provides possibilities and questions regarding what and how an organizational development initiative facilitates the change within the organization despite various challenges.

Engagement Pegawai Generasi Millenial: Antara Gaya Komunikasi Pimpinan dan Iklim OrganisasiI

Employee engagement is important for all parts of human resources in an agency or company. Employees and leaders who are not engaged with the organization had a decrease in the level of work quality, a decrease in efficiency, inconsistencies in service, a decrease in initiatives to provide suggestions for organizational progress, and ultimately reduce the level of organizational performance. Thus it is necessary to explore the factors that can influence the level of employee engagement. Factors of leadership style and organizational climate are examined for their influence on the level of employee engagement in this study which is divided into three hypotheses. The research locus is in the Financial Education and Training Agency. Data analysis in this study was carried out using SPSS version 17.0 for windows.
 Keywords:Engagement, leader communication style, organization behavior

Human Sigma Optimization: Improving Employee Engagement

Competition in banking industry from year to year increasingly fierce. Small capital banks must open compete with large banks in the same segment. Local banks must compete "apple to apple" with other local banks. In addition, local bank has to be able to compete with foreign banks in order to gain the largest market share. The level of customer engagement can be a leading indicator at the rate of return for investors. It means if the CE survey results produce a high level of engagement, then the company's financial performance expectation is also high. employee engagement level is the basic indicator of leading indicators. It means that if the EE survey results produce a high level of engagement then, engagement costumer is also high on products or services owned by a bank. Human Sigma is a model and approach by analyzing the value of Customer Engagement and Employee Engagement to determine Human Sigma Value that will describe the level of engagement from the point of view of employee and customer. The aim of this study is to look for top of pain factors the weakness of employee engagement in the retail banking company that caused the decrease of customer engagement and the level of company productivity by using the concept of human sigma.