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Relevant bibliographies by topics / Employee engagement

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Academic literature on the topic 'Employee engagement'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 March 2025

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Journal articles on the topic "Employee engagement"

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G, Santhoshkumar, Jayanthy S, and Velanganni R. "Employee Engagement." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (September 25, 2019): 1100–1104. http://dx.doi.org/10.5373/jardcs/v11/20192677.

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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T. S. PRASANNA. "Employee Engagement and Employee Turnover." Indian Journal of Applied Research 4, no. 5 (October 1, 2011): 328–29. http://dx.doi.org/10.15373/2249555x/may2014/97.

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Tamara, Dewi, Chevin Gultom, Tumpal L. M. Sianipar, and Kastanya A. Kathryn Lee. "THE EMPLOYEE ENGAGEMENT OF MILLENNIAL EMPLOYEES." EPH - International Journal of Business & Management Science 7, no. 1 (March 27, 2021): 32–43. http://dx.doi.org/10.53555/eijbms.v7i1.114.

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Millennials have an important role in the growth of the company nowadays and in the future where the workforce will be majority by the millennial generation. Employee engagement has become a potential factor for organizational performance. Many leaders or practitioners of human resource management still using the old method and have poorly understanding on how to engage their millennials which lead them to many difficulties in managing millennial which results in organizations failing to keep them working within the desired time period and also failed to engage them for their best contribution to the company. The purpose of this case study is to understand the strategies and methods used by a company located in Jakarta, the largest metropolitan city in Indonesia, in order to engage its millennial employees to get more contribution of organizational productivity. This case study uses triangulation which is a multimethod approach when collecting and analyzing data, to ensure the correctness of data or information obtained from a variety of different perspectives. In this study data was obtained from interviews, online data searches through the internet regarding the company and 2018 quarterly reports from the HR Department. The findings revealed that the HR Department used specific strategies for career growth opportunities, good communication between superiors and subordinates, pleasant work environment, positive image of the company in the community. The results obtained are very beneficial to the organization growth and company’s success.

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Amrina, Elita, Nia Arfina Foci, and Alizar Hasan. "The Effect of Employee Engagement on Employee Performance by Moderation of Generational Characteristics of Employees in Private Agencies." Jurnal Rekayasa Sistem Industri 13, no. 2 (October 22, 2024): 75–90. http://dx.doi.org/10.26593/jrsi.v13i2.7202.75-90.

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Employee engagement is an important issue that is the main concern of the organization's leaders in managing its employees. The changing characteristics of the employee generation are becoming a specific challenge for human resource management. Employees who are engaged with their work will exert all their abilities, efforts, and thoughts and significantly contribute, where the engagement and personal characteristics possessed by employees in carrying out their work can directly impact their performance. This study aimed to analyze employee engagement's effect on employee performance by moderating the generational characteristics of private agency employees in the City of Padang, West Sumatra. Data was collected through questionnaires distributed to 100 employee respondents working in private institutions in the city of Padang, with purposive sampling technique. Then, the data is processed using the Partial Least Square-Structural Equation Modeling (PLS-SEM) method. The results of this study indicate that employee engagement generational characteristics (Y and Z generation) have a positive and significant effect on employee performance. Generational characteristics (Y and Z generation) also positively and significantly impact employee engagement. Generational characteristics do not moderate the relationship between employee involvement and employee performance, but directly employee engagement and employee performance can be improved with generational characteristic variables. Organizational leaders should pay attention to employee engagement and the characteristics of the generation of employees and can make it a potential to improve employee performance.

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Fernandez, Claudia Plaisted. "Employee Engagement." Journal of Public Health Management and Practice 13, no. 5 (September 2007): 524–26. http://dx.doi.org/10.1097/01.phh.0000285207.63835.50.

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Kumar, Raman, and Surendra Kumar Sia. "Employee Engagement." Management and Labour Studies 37, no. 1 (February 2012): 31–43. http://dx.doi.org/10.1177/0258042x1103700104.

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Macauley, Karen. "Employee Engagement." Journal of Trauma Nursing 22, no. 6 (2015): 298–300. http://dx.doi.org/10.1097/jtn.0000000000000161.

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Arubayi, Olusoji Damaro. "Influence of Engagement Strategies on Employee Retention in Nigeria." European Journal of Business and Management Research 7, no. 5 (October 28, 2022): 250–54. http://dx.doi.org/10.24018/ejbmr.2022.7.5.1683.

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This study seeks to assess the influence of engagement strategies on employee retention in Nigeria. Three (3) engagement strategies (meritocracy, employer branding, and succession planning) were assessed on employee retention. The descriptive survey design and primary data (questionnaires) were employed. The questionnaire was administered to 300 employees of oil and gas firms and data obtained were analyzed using both descriptive (mean) and inferential (Spearman Rank Correlation) statistical tools. Findings showed that the meritocracy strategy is the most ranked factor influencing employee retention; this implies that employees in the organization are rewarded on the basis of their contributions and value to the firm, which in turn influences their decision to stay with the organization. More so, while meritocracy is ranked the most significant factor affecting employee retention, it was found that engagement strategies (like employer branding and succession planning) significantly influence employee retention. On the basis of the findings, it was recommended that organizations can adopt meritocracy, employer branding, and succession planning as engagement strategies. For the sake of lucidity, management must communicate their succession planning to the employees and must constantly reward employees on the basis of their contributions to the firm.

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Lemon, Laura L. "The employee experience: how employees make meaning of employee engagement." Journal of Public Relations Research 31, no. 5-6 (November 2, 2019): 176–99. http://dx.doi.org/10.1080/1062726x.2019.1704288.

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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.

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In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.

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Dissertations / Theses on the topic "Employee engagement"

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Karsnia, Elizabeth J. "Best practices for employee engagement." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009karsniae.pdf.

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Sundén, Lydia, and Beatrice Neiderstam. "Employee CSR engagement matters : A study about how to influence employees' CSR engagement." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-161140.

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Companies that have a well-formulated Corporate Social Responsibility (CSR) practice is one step in the right direction of contributing to a prosperous society where future generations are not compromised. Although companies may have a CSR practice, it is not guaranteed that that the practice is effective. Essentially, employees have a key role in the success of the company’s CSR practice. Employees are major actors in carrying out and actualizing the company’s CSR initiatives and without the employees’ willingness to engage in CSR initiatives, the company will fail to uphold a CSR practice. Therefore, it is essential for companies to understand how employees can become engaged in the CSR practice. We have extracted previously identified factors that have played a role in employees CSR engagement, i.e. attitudes towards CSR, organizational identification, management support, training and development, recognition, CSR culture, and internal CSR communication. In order to get a deeper understanding of employee CSR engagement, it was perceived of relevance to examine in what way these factors influence employees’ engagement in CSR. The study has been conducted at a case company operating in the green service support sector. Trough semi-structured interviews, this study consists of experiences and perceptions from both managers and employees. Whilst the study focuses on the employee perspective, managers are included in order to get a more comprehensive understanding of employee CSR engagement. We found that both internal and external factors can be drivers or impediments for employee CSR engagement. Matching values and attitudes towards CSR were found to be drivers, because working with an important societal mission, or consider and value CSR on a personal level positively influence CSR engagement among individual employees. Supportive managerial behaviour, more specifically, inspirational managers, setting clear goals and appropriate recognition was also found to be drivers for CSR engagement. Furthermore, in terms of CSR integration, insufficient CSR culture and internal CSR communication was found to be impediments. This because, employees did not feel they knew how to contribute, nor did they experience that CSR was prioritized. Additionally, two new factors were found; time constraints as an impediment, and social interactions as a driver. Keywords: Corporate social responsibility, employee engagement

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Hale, Richard T. "Towards a better understanding of employee engagement| Factors that explain employee engagement." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133018.

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Although researchers have discovered many of the beneficial and positive consequences of employee engagement, little is known about the multitude of antecedent factors that lead to employee engagement. Previous research has demonstrated that an individual’s gender is a factor in engagement, and that an employee’s racioethnic similarity with a supervisor, job characteristics, and perceived organizational support, are all antecedents of engagement. The present study focused on individual personality, the perceived quality of employees’ working relationships with their supervisors, and their work roles as either managers or subordinates, to identify whether those variables contribute to employee engagement. This study’s survey, administered to 96 respondents in the work force, using hierarchical multiple regression analysis, found that the personality sub-domain of conscientiousness, based on the Big Five model of personality, and the perceived quality of relationship with one’s supervisor, based on Leader-Member Exchange (LMX) theory, were positively related to, and predicted employee engagement.

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Giles-Merrick, Stephanie. "Employee Engagement from the Viewpoint of Employees in Academia." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5708.

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Research does not address how staff in the United States perceive employee engagement in the university system. Leadership training and communication for managers are essential processes that help staff become highly engaged in universities. The purpose of phenomenological study was to explore the views of employees in a selected university within the state of Georgia in an attempt to address positive employee engagement in the academic environment. The engagement theory and social exchange theory were used as the conceptual frameworks to explore how employees engaged in their department working with their managers. To address this question, a purposeful sample of 15 females and 5males full time employees who had a direct line reporting relationship to a manager were selected from one university in the state of Georgia. The research questions indicated what lived experiences of Georgia School system employees feel about engagement and the factors employees identify as the influence on employee engagement. Employees responded to a questionnaire, containing 14 open ended questions, to gather rich data on their lived experiences. Open hand and axial coding extracted data to identify the emergent themes, such as: incentives, increased morale, increased confidence and reverence of management, reward based performance, and organizational productivity. These findings indicate that managers must learn to meet the needs of the employees to positively address employee engagement. This research contributes to positive social change by adding insights for managers seeking to increase productivity.

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Hobson, Nicole DeJarnett Beyerlein Michael Martin. "Succession planning and situational engagement." [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-5168.

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Grant, Kevin O'Brien. "Leadership And Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7801.

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Business leaders often encounter difficulties in achieving sustainable employee engagement in the work environment, yet employee engagement is critical to an organization's financial success. The purpose of this qualitative single case study was to explore strategies business leaders use to overcome or mitigate the challenges of employee disengagement. A purposeful sample of 6 leaders employed at an insurance company participated in the study based on their knowledge and experience in implementing successful employee engagement strategies. The conceptual framework for the study was Kahn's personal engagement theory. Data were collected using semistructured interviews, company documents, and archival information. Data were analyzed using thematic analysis. Four themes emerged: leader–employee relationship; effective internal communication and feedback; compensation, awards, benefits, and incentives; and professional training and development to improve employee engagement. The implications for positive social change include the potential to provide leaders with strategies to increase employee engagement, which may create employment opportunities for community members, which could lead to the stability and general well-being of the community.

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Dube, Yonela Oko Likona. "The relationship between authentic leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15160.

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Authenticity is a leadership characteristic of exceptional leaders. It is an essential requirement for future leaders, especially in an era when the motives and behaviours of many leaders are questionable. Authentic leaders are genuine and utter words that can be trusted (Smith, 2014.). Followers have voiced a need for leaders who can be trusted and show consistency in their actions. The study focused on the investigation of authentic leadership and the influence that authentic leadership has on the engagement levels of employees. A theoretical study of leadership, with the focus on authentic leadership and employee engagement was conducted to achieve the objectives of the study. The research included a literature study, which highlighted the characteristics and behaviours of authentic leadership. Both a theoretical and practitioner view of authentic leadership is included in the theoretical study. Semi-structured interviews were held with two prominent leadership practitioners, one from the University of the Free State and the other from the University of Stellenbosch, to obtain their views on the nature of authentic leadership and examples of South African leaders who they considered authentic leaders. The insights gained from the literature review and the interviews, were incorporated into a survey questionnaire developed for use in the empirical study which was conducted at Continental Tyre SA. An electronic questionnaire was administered to managers and their direct subordinates in the manufacturing and marketing/sales divisions. The questionnaire probed the respondents’ perceptions regarding the level of authenticity displayed by leaders in the organisation, and specifically the extent to which leaders demonstrated the characteristics and behaviours associated with authentic leadership. The Authentic Leadership Questionnaire (ALQ), as validated by Walumbwa, Avolio, Gardner, Wernsing and Peterson (2008, p. 64), was used as a basis for the development of the survey questionnaire, with adjustments made to include the practitioner’s perspective as postulated by George (2003, p. 12). The section in the questionnaire on engagement focused on engagement as a psychological state, behavioural engagement and the manager’s role in nurturing engagement. Both managers and employees were requested to provide their view of the manager’s characteristics and behaviours, the managers rated themselves, and both groups rated the engagement levels of employees. A correlation was made between the responses received from the manager and employees. The results of the empirical study revealed that both managers and employees agreed mostly that managers in the organisation displayed the characteristics and behaviours of authentic leadership and employees were engaged. It did however, emerge that the managers were reluctant to share personal information about themselves and that employees believed that managers did not seek feedback on their own behaviour. In terms of employee engagement, the results suggested that the managers believed that employees felt supported, accepted and were committed to the Continental Tyre SA brand; but indicated a lack of knowledge of their roles in the organisation and a lack of passion and energy. Further findings revealed that the managers in the marketing/sales division considered their employees more engaged than the managers in the manufacturing division considered their employees to be. Other findings also revealed that self-awareness in leaders is an important predictor of employee engagement. Self-awareness in a leader is an important feature in facilitating social processes in the leader’s relationship with their followers. Transparent leaders create a psychologically secure environment, enabling employees to be confident and to feel encouraged to express themselves freely. The study concluded with several recommendations. Leaders should be more transparent in their interaction with others by sharing personal stories about themselves. Opportunities should be provided through 360° feedback for employees to give feedback to managers regarding their behaviour. The GIVE (Goals, Interests, Values and Emotions) Model should be used in management development initiatives to facilitate the development of self-awareness and self-knowledge. An appreciative inquiry, which focuses on positive affirmation, should be an approach used in organisations to foster the development of genuine relationships and is an implication of authentic leadership, thus encouraging employee engagement.

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Osborne, Schrita. "Employee Engagement and Organizational Profitability." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3194.

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Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.

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Southard, Robyn Nicole. "Employee engagement and service quality." Pullman, Wash. : Washington State University, 2010. http://www.dissertations.wsu.edu/Thesis/Spring2010/R_Southard_042010.pdf.

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Thesis (Master of Public Affairs)--Washington State University, May 2010.
Title from PDF title page (viewed on July 13, 2010). "Department of Political Science." Includes bibliographical references (p. 28-31).

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Clifford, Melanie Kacho. "Employee Engagement: Antecedents and Consequences." NSUWorks, 2010. http://nsuworks.nova.edu/hsbe_etd/19.

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This dissertation examined the relationship between the antecedents and consequences of employee engagement in a defense acquisition organization. The objective of this study as to determine whether or not the eight satisfaction facets of the Index of Organizational Reactions (IOR) (1976) could be used as antecedents, engagement and consequences constructs in place of the antecedents, engagement and consequences constructs of the Saks (2006) model of employee engagement. This study used the following three research questions: 1) Are the antecedents of the IOR (kind of work, amount of work, physical work conditions, supervision and financial rewards) related to employee engagement constructs (company identification and co-workers)? 2) Are the antecedents of the IOR model (kind of work, amount of work, physical work conditions, supervision and financial rewards) related to consequences (career future)? 3) Are the employee engagement constructs (company identification and co-workers) related to consequences (career future)? This study utilized the Index of Organizational Reactions (1976) to sample a defense acquisition organization (N = 177) to assess the proposed empirical model. The quantitative data from the study was used to perform Pearson correlation on 17 hypotheses. All hypotheses were supported and indicated positive relationships were present among the variables representing the antecedents, engagement and consequences constructs of the empirical model. In addition, confirmatory factor analysis was utilized as was done in previous studies performed by Dunham, Smith and Blackburn (1977) and Lee (1984). After the initial component matrix was obtained, a varimax rotation with Kaiser normalization was applied and indicated that the same factors that were found in the Dunham et al. and Lee studies were found in this research, providing additional confirmation for the original validation of the IOR. Analysis of Variance (ANOVA) was also used in this research and the results indicated that gender was a significant effect on the results of this study. This study also utilized qualitative responses to the survey items to provide additional data to determine whether or not there were common themes amongst the comments and whether or not the comments were in agreement with the quantitative responses. Results indicated that further study is needed in the areas of supervision, kind of work, co-workers, physical work conditions and career future.

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Books on the topic "Employee engagement"

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Whittington, J. Lee, Simone Meskelis, Enoch Asare, and Sri Beldona. Enhancing Employee Engagement. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54732-9.

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Hodges, Julie. Employee Engagement for Organizational Change. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9780429447419.

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Turner, Paul. Employee Engagement in Contemporary Organizations. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-36387-1.

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Georgiades, Stavros. Employee Engagement in Media Management. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16217-1.

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Akingbola, Kunle, Sean Edmund Rogers, and Melissa Intindola. Employee Engagement in Nonprofit Organizations. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-08469-0.

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McCown, Nance, Linjuan Rita Men, Hua Jiang, and Hongmei Shen. Internal Communication and Employee Engagement. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003195580.

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Susan, Hayday, and Perryman Sarah, eds. The drivers of employee engagement. Brighton: Institute for Employment Studies, 2004.

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Council, Corporate Leadership. Driving employee performance and retention through engagement: A quantitative analysis of the effectiveness of employee engagement strategies. Washington, D.C: Corporate Leadership Council, 2004.

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Board, United States Merit Systems Protection. The power of federal employee engagement. Washington, D.C: U.S. Merit Systems Protection Board, 2008.

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Haski-Leventhal, Debbie, Lonneke Roza, and Stephen Brammer. Employee Engagement in Corporate Social Responsibility. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2020. http://dx.doi.org/10.4135/9781529739176.

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Book chapters on the topic "Employee engagement"

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Vishwanathan, Pooja. "Employee Engagement." In Employee Wellbeing, 122–49. London: Routledge, 2024. http://dx.doi.org/10.4324/9781032705125-5.

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Coppin, Alan. "Employee Engagement." In The Human Capital Imperative, 63–70. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49121-9_8.

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Lipschultz, Jeremy Harris. "Employee Engagement." In Social Media Measurement and Management, 209–35. 2nd ed. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003282099-13.

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Odriozola, María D., Ignacio Llorente, and Elisa Baraibar-Diez. "Employee Engagement." In Encyclopedia of Sustainable Management, 1317–25. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_1126.

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Bonnington, Rebecca. "Employee Engagement." In Building Businesses from the Inside Out, 79–82. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003540694-12.

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Rothmann, Sebastiaan. "Employee Engagement." In The Wiley Blackwell Handbook of the Psychology of Positivity and Strengths&;#x02010;Based Approaches at Work, 317–41. Chichester, UK: John Wiley &;#38; Sons, Ltd, 2016. http://dx.doi.org/10.1002/9781118977620.ch18.

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Verčič, Ana Tkalac, Dejan Verčič, and Anja Špoljarić. "Employee engagement." In Internal Communication and Employer Brands, 77–88. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003200109-7.

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Odriozola, María D., Ignacio Llorente, and Elisa Baraibar-Diez. "Employee Engagement." In Encyclopedia of Sustainable Management, 1–9. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-02006-4_1126-1.

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Saks, Alan M., and Jamie A. Gruman. "Employee Engagement." In Essentials of Job Attitudes and Other Workplace Psychological Constructs, 242–71. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9780429325755-12.

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Bloom, Daniel T. "Empowerment and Engagement." In Employee Empowerment, 81–92. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-9.

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Conference papers on the topic "Employee engagement"

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Suchkov, Mikhail, Bekzat Bekturgan, and Amandyk Kartbayev. "Gamification Effects on Employee Engagement and Business Process Risk Evaluation." In 2024 IEEE 4th International Conference on Smart Information Systems and Technologies (SIST), 594–99. IEEE, 2024. http://dx.doi.org/10.1109/sist61555.2024.10629629.

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Widyana, Suci Fika, Tjutju Yuniarsih, Eeng Ahman, and Disman. "Employer Branding Strategy to Increase Employee Engagement." In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.118.

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Sudjiwanati and Nindita Pinastikasari. "Employee Performance and Employee Engagement Towards Job Satisfaction." In International Conference on Community Development (ICCD 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201017.150.

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Kavitha, J., and S. Sudha. "Employee experience – An emerging concept in influencing the employee engagement." In INTERNATIONAL CONFERENCE ON EMERGING TRENDS IN ELECTRONICS AND COMMUNICATION ENGINEERING - 2023. AIP Publishing, 2024. http://dx.doi.org/10.1063/5.0212032.

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Zhang, Jiandong. "Employee Engagement Investigation in IT Industry." In 2009 International Conference on Computational Intelligence and Software Engineering. IEEE, 2009. http://dx.doi.org/10.1109/cise.2009.5365364.

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Masruroh, Rina, and Yudi Nur Supriadi. "Analysis of Factors Affecting Employee Engagement." In 2nd Global Conference on Business, Management, and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007117202010206.

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Zhang Jiandong and Hou Min. "The research on IT employee engagement." In 2009 IEEE 10th International Conference on Computer-Aided Industrial Design & Conceptual Design. IEEE, 2009. http://dx.doi.org/10.1109/caidcd.2009.5374878.

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Shami, N. Sadat, Michael Muller, Aditya Pal, Mikhil Masli, and Werner Geyer. "Inferring Employee Engagement from Social Media." In CHI '15: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2702123.2702445.

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Džepina, Maja, Lazar Dražeta, and Borivoje Đokić. "Employee Engagement in an IT Company." In Sinteza 2016. Belgrade, Serbia: Singidunum University, 2016. http://dx.doi.org/10.15308/sinteza-2016-395-402.

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Firdaus, Muhamad Azis, Hamidah, and Slamet Sutanto. "Employee Engagement in 4.0 Industrial Revolution." In Unimed International Conference on Economics Education and Social Science. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009510608900897.

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Reports on the topic "Employee engagement"

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Kutch, Brenna. Employee Engagement and Marginalized Populations. Portland State University, January 2018. http://dx.doi.org/10.15760/mpa.1.

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Mitchell, Renae. At the forefront of employee engagement. Office of Scientific and Technical Information (OSTI), May 2024. http://dx.doi.org/10.2172/2350589.

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Bishop, Michael. Effects of Employee Engagement and Adoption of Information Technology on Individual Employee Performance. Ames (Iowa): Iowa State University, January 2019. http://dx.doi.org/10.31274/cc-20240624-593.

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Deal, Jennifer, Sarah Stawiski, and William Gentry. Employee engagement: Has it been a bull market? Center for Creative Leadership, 2010. http://dx.doi.org/10.35613/ccl.2010.2018.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."

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Makridis, Christos, and Jason Schloetzer. From Crisis to Norm: Remote Work Trends and Employee Engagement Across Industries, Occupations, and Geography. Cambridge, MA: National Bureau of Economic Research, December 2024. https://doi.org/10.3386/w33315.

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Yimam, Seid, and Yalew Mekonne. Women in Ethiopian Tax Administration: Evidence on Representation and Performance. Institute of Development Studies, August 2023. https://doi.org/10.19088/ictd.2023.034.

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In the growing body of research on gender and taxation in low-income countries, the implications of having more women in tax administration have received relatively little attention. Using data from employee records and key informant interviews, we examine the representation of women in the workforce of the Ethiopian tax administration, as well as their performance and their misconduct. The findings show that women dominate the overall workforce in most branch offices. However, women overwhelmingly occupy lower ranked positions and their engagement at the top level of management is quite limited. Our analysis of gender-disaggregated employee performance scores indicates that there is no conclusive evidence to claim women perform better than men employees, though most of the key informants tend to believe otherwise. However, misconduct records present a strong case that women employees are less likely to commit serious disciplinary misconduct, such as corruption and breaching trust, and more likely to serve for a longer number of years compared to men employees. We also present cross-country comparisons with Uganda and other ATAF member countries. Our overall findings underline the significant contributions of employing more women in tax administration and the need to further empower women through continued leadership training and mentoring programmes

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Dunne-Moses, Abigail, Marcia Alesan Dawkins, Valerie Futch Ehrlich, Cathleen Clerkin, and Chelsea Crittle. REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action. Center for Creative Leadership, November 2023. http://dx.doi.org/10.35613/ccl.2023.2056.

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Organizational cultures that emphasize fairness, connection and human-centeredness inspire more effective collaboration, are more economically efficient, and can manage conflict and crisis effectively.[i] Such cultures are also marked by less burnout and more engagement, retention, and satisfaction.[ii] These cultural values directly relate to promoting equity, diversity, and inclusion (EDI) in the workplace. Despite these well-known values, leaders do not always know how to talk about them or make them tangible and practical. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL provides the necessary foundation to generate effective EDI solutions that capture real effects and challenges people face. The current paper describes the REAL framework, the research underpinning its core tenets, and insights for leaders committed to building more equitable, diverse, and inclusive organizational cultures. The elements of the framework are: Reveal relevant opportunities by exploring your organization as a complex system, identifying strategic actions for change, and being clear that goals may be hard to achieve. Elevate equity as foundational to diversity and inclusion efforts because it provides fair opportunities for all to reach full potential. Activate diversity strategically by embracing stakeholders’ vast reservoir of perspectives and experiences, ultimately enhancing innovation and decision-making. Lead inclusively by nurturing connection, vulnerability, courage and investment in initiatives to build respect a sense of significance for every stakeholder. [i] Alemany, L., & Vermeulen, F. (2023, July 1). Disability as a Source of Competitive Advantage. Harvard Business Review. https://hbr.org/2023/07/disability-as-a-source-of-competitive-advantage [ii] Stein, D., Hobson, N., Jachimowicz, J. M., & Whillans, A. (2021, October 13). How Companies Can Improve Employee Engagement Right Now. Harvard Business Review. https://hbr.org/2021/10/how-companies-can-improve-employee-engagement-right-now Citation Moses-Dunne, A., Dawkins, M. A., Ehrlich, V. F., Clerkin, C., & Crittle, C. (2023). The research foundations for REAL: A framework for leadership action in equity, diversity, & inclusion. Center for Creative Leadership. https://doi.org/10.35613/ccl.2023.2056

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Mohebbi, Mehri, Sumita Raghuram, and Ahoura Zandiatashbar. Pathway to Promote Diversity within Public Transit Workforce. Mineta Transportation Institute, August 2022. http://dx.doi.org/10.31979/mti.2022.2135.

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There are many aspects of the transportation industry that can be focused on, but the lack of resiliency is one of the most urgent. Enhancing resiliency and creative problem-solving is essential to the industry’s growth and survival. But it cannot happen without building a more diverse workforce. Women still make up a small fraction of transportation workers, and African American and Hispanic employees are even less represented. These disparities are increasingly pronounced in many senior positions, particularly in STEM fields. Meanwhile, the public transportation industry is experiencing a severe and worsening workforce shortage and many agencies have reported substantial difficulty recruiting, retaining, and developing skilled workers. Considering the transit industry’s existing diversity and inclusion toolkits and guidelines, this project emphasizes lessons from in-depth interviews with leaders from 18 transit agencies across the country. The interviews illuminate the existing challenges and creative solutions around transit workforce diversity and inclusion. From the interviews, we discovered: 1) the critical factors that impact the current level of diversity and career mobility within transit agencies; 2) how diversity efforts help explore resources and provide opportunities for effective and robust employee engagement; and 3) the significance of evaluation systems in creating a more transparent recruitment process that initiates structural shifts, resulting in better recruiting. Moving towards inclusive and equitable workforce environments is a healing process that starts with understanding these gaps. We call this effort Healing the Workforce through Diversification.

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Hughes, Ceri, Miguel Martinez Lucio, Stephen Mustchin, and Miriam Tenquist. Understanding whether local employment charters could support fairer employment practices: Research Briefing Note. University of Manchester Work and Equalities Institute, May 2024. http://dx.doi.org/10.3927/uom.5176698.

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Employment charters are voluntary initiatives that attempt to describe ‘good’ employment practices and to engage and recognise those employers that meet or aspire to meet these practices. They can operate at different spatial scales, ranging from international and national accreditation schemes to local charters that focus on engaging employers in specific regions or cities. The latter are the focus of this briefing paper. At least six city-regions in England had local employment charters at the time of our research. These areas alone account for over a fifth (21 per cent) of the resident working-age population (based on ONS 2022 population estimates), highlighting the potential reach and significance of these voluntary initiatives in terms of setting employment standards, although the number of employers directly accredited with local schemes is still relatively small. Despite their popularity with policymakers, there is only limited research on local employment charters. A few studies have explored issues relating to the design, implementation and evaluation of charters, reflecting demand from policymakers for toolkits and support to develop local policy initiatives (e.g. Crozier, 2022). But several years into the implementation of some of these charter initiatives, and as more areas look to develop their own, we argue that it is time to revisit some more foundational questions around what local charters are for, and how far they can support ‘good work’ agendas. It remains to be seen which employers can and will engage substantively with these initiatives, how employer commitments might be validated and the good employment criteria enforced, and how local charters will be integrated with local authority commissioning and procurement practices (TUC, 2022). The local charters that have emerged so far within the UK have been conceived predominantly as employer engagement tools, adopting language and approaches designed to appeal to employer interests and priorities and emphasising the value that employers can derive from being part of the initiative. This contrasts with approaches emphasising the engagement of other constituents, like citizens and employees, as a route to influencing employer engagement (Scott, Baylor and Spaulding, 2016; Johnson, Herman and Hughes, 2022). This briefing paper shares findings from a scoping study involving key informants in the North West of England (2022-2023) which explored how local charter initiatives could influence employers to improve their employment practices. Participants in the study shared their views on: 1) How voluntary local employment charters could influence employers to change their employment practices? 2) What types of employers local charters could engage and influence? Alongside this study, we have also developed a series of case studies of the charters that have been introduced across six city regions in England. These encompass the Fair Work Standard (London); Good Employment Charter (West of England); Good Work Pledge (North of Tyne Combined Authority); Fair Employment Charter (Liverpool City Region Combined Authority); Good Employment Charter (Greater Manchester) and the Fair Work Charter (West Yorkshire Combined Authority). The case studies are published separately. Our conversations with policymakers, union representatives and campaigners indicate that while there are some potential ‘win-win’ outcomes from promoting good employment practices, there are also some key tensions that should be more clearly acknowledged. In particular, one point of divergence relates to what would be the most effective and meaningful way to engage with employers in order to secure improvements in employment practices. On the one hand, employment charter initiatives could set consistent, clear and relatively high standards of practice that employers could be required to meet from the outset, creating a clear dividing line between those employers who were engaged in some way with the initiative and those who are not. On the other, these initiatives could prioritise engaging as many employers as possible with few or no specific red lines (e.g. around paying the living wage) so that the charter provides an opportunity to work with employers to secure hopefully more substantive commitments down the road. There are challenges and trade-offs associated with both of these viewpoints. One problem with the former strategy of setting a consistent standard is that the principles of employment that the charter promotes may not be particularly stretching in some sectors, or indeed may only describe a minimum set of commitments for certain types of work; whilst in other sectors they may be viewed as being too stringent. A more incremental, flexible strategy of engaging with employers and working with them to change their employment practices, in contrast, relies on sustained commitment from both policymakers and employers. Whether charters can simultaneously offer a ‘safe space’ to employers to share information and change their practices whilst also operating in a more regulatory way appears as a fundamental tension in existing visions for these initiatives. We return to these different views on how to engage employers and secure change in the conclusion to this paper.

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