Relevant bibliographies by topics / Employee Engagement with the Organization

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Academic literature on the topic 'Employee Engagement with the Organization'

Author: Grafiati
Published: 10 September 2021
Last updated: 14 February 2022

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Journal articles on the topic "Employee Engagement with the Organization"

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Begolli, Gent. "CULTURAL MANAGEMENT AND STAFF COMMITMENT IN ORGANIZATION." Knowledge International Journal 28, no. 5 (December 10, 2018): 1553–56. http://dx.doi.org/10.35120/kij28051553g.

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The paper aims to present the importance of managing culture and employee engagement in productivity and contribution to the organization's success. Engaged employees express themselves physically, mentally and emotionally in carrying out their roles in the organization. There has been extensive dissemination and extensive literature support for results that strongly support the idea that engaged employees have a positive impact on the organization's performance and sustainability.Organizations traditionally relying on financial measures such as profitability, revenue, and spending control are raising interest in so-called "soft" human capital measures such as employee attitudes, turnover, level of engagement or non-engagement of employees as determinants organization's efficiency and timely sustainability of competitiveness advantages.Employee engagement and its culture in the organization is defined as a positive attitude and attitude towards work and being fulfilled, characterized by a high level of energy, dedication and absorption.Definition and understanding of employee engagement often seems to overlap concepts such as job engagement, civic organizational behavior, and commitment to the organization. However, academic literature has been defined as a clear and unique construct that consists of cognitive and emotional components of behavior and that are associated with performance of an individual role.Assessing employee engagement rates determines employee productivity and is key to improving the productivity of the company. Employees are committed when organizations have a working culture and communication practices are healthy when they work in an organization where strategies are developed to express their concerns and find opportunities to grow and develop their potential. Competitors today can be measured by the performance of the service they offer but they can not repeat perfectly the energy, dedication and absorption of their employees at work.By increasing passion, dedication and alignment with the organization's strategies and goals, they will enable the achievement of new heights of excellence for their organizations. Engaged employees will demonstrate increased confidence in their organization and will be driven by a sense of loyalty in a competitive environment. The positive environment through engaging and energizing employees in the organization will affect business growth and provide a competitive edge.
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Chhetri, Sabina Baniya. "Predictors and Outcomes of Employee Engagement: Empirical Study of Nepali Employees." Journal of Business and Management Research 2, no. 1-2 (October 8, 2017): 14–32. http://dx.doi.org/10.3126/jbmr.v2i1-2.18149.

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Engaged employees are the most sought-after resources in organizations across the globe. Efforts have been made by academicians and management consultants to help organizations understand the dynamics of Employee Engagement. Little is known, though, about Employee Engagement and its predictors and outcomes in the context of Nepali organizations. This study examined the relationship between predictors and outcomes of Employee Engagement among employees of Nepali organizations and tested its mediating effects. The study was conducted among 158 employees working in various organizations. Correlation, multiple regression, and bootstrapping methods were used to test the hypothesized relationships. The results in general found support for all the hypothesized relationships between predictor variables, viz.: Person-Organization Fit (P-O), Perceived Organizational Support (POS), and Employee Engagement. Likewise, Employee Engagement and outcome variables: Job satisfaction, Organizational Citizenship Behavior (OCB) and Counterproductive Work Behavior (CWB) were related too. Employee Engagement fully mediated the relationship between P-O Fit and OCB, POS and OCB, and POS and CWB while partially mediated the relationship between P-O Fit and Job satisfaction, P-O Fit and CWB and POS and Job satisfaction. The findings are discussed and implications identified.
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Asan, Sucipto, Andry Panjaitan, Selvi Esther Suwu, and Ferry Vincenttius Ferdinand. "EMPLOYEE ENGAGEMENT AND ORGANIZATION SUPPORT STRATEGIES: THE MEDIATING ROLE OF PERCEIVED ORGANIZATION SUPPORT FOR HOLISTIC EMPLOYEE SUBJECTIVE WELL-BEING." Jurnal Aplikasi Manajemen 18, no. 4 (December 1, 2020): 754–66. http://dx.doi.org/10.21776/ub.jam.2020.018.04.14.

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Keeping employees engaged is strategically important. This paper analyzes the drivers of employee engagement from the point of view of organizational support for employee well-being. The article contains an analysis of data of 509 respondents from a faithbased higher education in Indonesia, conducted through PLS structural equation modeling analysis. The result indicates that the organization support in terms of organization internal communication, performance-based reward and recognition, and perceived organization support on holistic employee subjective well-being has a direct positive influence on employee engagement. The perceived organization support on holistic employee subjective well-being played a mediating role between employee engagement and teamwork dynamic, supervisor support, and work environment. The findings imply theory and practice especially in enhancing employee engagement experience through organizational support. For future research, we suggest including more various organizations and industries to better understand the variable interdependencies in various contexts.
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Sanneh, Lamin, and Saud A.Taj. "Employee Engagement in the Public Sector: A Case Study of Western Africa." International Journal of Human Resource Studies 5, no. 3 (July 31, 2015): 70. http://dx.doi.org/10.5296/ijhrs.v5i3.8088.

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Employee engagement and its relationship with organizational performance have recently gained immense attention amongst the scholars of organizational studies and human resource development. However, this relationship has widely been examined in the private sector organizations operating in the Western developed countries and its application in the African public sector still remains a major gap in the engagement literature. In order to address this gap, we investigate the different factors of employee engagement and their impact on organizational performance in the public sector of West Africa while taking the case of Gambia Ports Authority, one of the biggest public sector employers in Gambia. A case study approach was adopted with questionnaires designed and distributed to 327employees of the Gambia Ports Authority, one of the largest public sector employer in the Gambia. The survey included employees at different levels including senior managers, directors, and junior level staff. Findings suggest that various factors have significant impact on employee engagement with the exception of team and co-worker relation. Amongst other factors, leadership had the strongest influence employee engagement in African public sector. Overall, a positive relationship was found between employee engagement and organizational performance. Findings also indicate that employees who feel engaged and connected with the organization attempt to reciprocate and show greater enthusiasm towards work (work engagement) and to the organization (organizational engagement), which could lead to improved performance.
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Priskila, Ellen, Melitina Tecoalu, Saparso, and Hery Winoto Tj. "The Role of Employee Engagement in Mediating Perceived Organizational Support for Millennial Employee Organizational Citizenship Behavior." Journal of Sosial Science 2, no. 3 (May 27, 2021): 258–65. http://dx.doi.org/10.46799/jsss.v2i3.129.

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The era of globalization is a time when competition becomes increasingly tight, employees are required to be able to show extra work behavior that can exceed the expectations of the organization (extra role behavior). The existence of high initiative from employees is able to improve the effectiveness of an organization, while employees who have good organizational support will also form positive behavior as a form of reciprocal support to the organization. Through employee engagement is expected to strengthen the behavior of the organization's citizenship. In Indonesia is currently entering the era of demographic bonuses, the condition makes this research interesting to do in millennials. The purpose of this study is to test the influence of employee engagement in mediating perceived organizational support to the organizational citizenship behavior of 83 millennial employees of PT Tatalogam Lestari. Structural Equation Modelling (SEM) analysis techniques using SmartPLS were used in this study. The results of the analysis stated that there is an influence perceived organizational support, employee engagement and organizational citizenship behavior. Employee engagement is also proven to mediate the influence of perceived organizational support on organizational citizenship behavior. This study found that the higher the perception of organizational support in employees, the higher the sense of attachment of employees with the organization, so as to encourage the occurrence of organizational citizenship behavior in employees.
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Irene, Ayot. "The Impact of Employee Engagement on Organization’s Productivity on United Methods on Relief Services." TEXILA INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH 8, no. 2 (April 30, 2021): 12–18. http://dx.doi.org/10.21522/tijar.2014.08.02.art002.

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Employee engagement has arisen as a widespread organizational perception in current years. It is the level of strength of mental and emotional connection employees feel toward their workplaces and its values and beliefs. When employees are engaged and aware of the business framework and work as a team to improve performance within the job for the advantage of the organization. Employee engagement resourcefulness has a straight effect on the organization's level of production. Every company/ organization requires their workers to be engaged in their respective work. Employee engagement is linked to customer satisfaction which is connected to an organization's financial success. Engagement arises when adequate individuals give attention to performing good work and care concerned about what the company is thriving to attain and in what way it is an accomplishment. This helpful mentality and behavior only arise once people get satisfied with their jobs they do and are convinced that the organization supports them, with an effective HR manager. This paper covers a literature review from several study findings and practices employed by the use of an expressive research method. It schemes the effect of worker’s engagement on the productivity of the organization. It also showcased the factors affecting the worker’s assignation and organizational results.
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Saks, Alan M. "Antecedents and consequences of employee engagement revisited." Journal of Organizational Effectiveness: People and Performance 6, no. 1 (March 11, 2019): 19–38. http://dx.doi.org/10.1108/joepp-06-2018-0034.

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Purpose In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement. Design/methodology/approach Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement. Findings The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences. Practical implications The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement. Originality/value This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.
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Suwinci, Ni Ketut Rai Surasmi. "Influence of Leadership and Organization Climate to Organizational Fairness and Employee Engagement." Journal of Advanced Research in Dynamical and Control Systems 12, SP8 (July 30, 2020): 173–86. http://dx.doi.org/10.5373/jardcs/v12sp8/20202513.

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Taneja, Sonia, Scott S. Sewell, and Randall Y. Odom. "A culture of employee engagement: a strategic perspective for global managers." Journal of Business Strategy 36, no. 3 (May 18, 2015): 46–56. http://dx.doi.org/10.1108/jbs-06-2014-0062.

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Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets. Practical implications – Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development. Originality/value – In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.
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Gade, Dr Srikrishna, and Lavanya K. "An empirical study on factors influencing level of employee engagement with reference to select organization." GIS Business 14, no. 4 (July 5, 2019): 109–14. http://dx.doi.org/10.26643/gis.v14i4.5341.

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There is no exact definition for the term Employee engagement yet. The term Employee engagement means that the employee feel the belongingness towards the organization always strives to the growth of their organization. An Engaged employee means one who fully enthusiastic about their work and takes positive action for organizations reputation and interests. Employee engagement first appeared as a concept in management theory in 1990s. Employee engagement practices are well established in the management of human resources. An organization with high employee engagement might have higher productivity than the organizations having less employee engagement level employees. Whereas employee engagement is directly proportional to the organizations productivity as higher the engagement level of employee results higher efficiency and productivity. Also the employee engagement may directly or indirectly relate to the job satisfaction or morale of employee. By understanding the importance of employee engagement many organizations are doing engagement practices such as providing great work place culture, employee development programs to enhance the engagement level of employee to raise productivity and daily performances.
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Dissertations / Theses on the topic "Employee Engagement with the Organization"

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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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Shuler, Cynthia Jenkins. "Telecommunication Organization Employee Development Program's Role in Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7897.

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The risk of losing the most talented workers due to limited career opportunities had become an issue for telecommunication organizations. Talented workers became disengaged when there were limited opportunities for growth and development. To address this issue, human resource practitioners created employee development programs aimed at increasing employee engagement to help retain talented workers. However, data to determine the link between employee development programs, engagement, and retention were limited. The purpose of this qualitative study was to explore managers' and employees' perceptions of how a telecommunication organization's employee development program contributes to employee engagement and to explore employees' experiences resulting from the transfer of learning. Kahn's engagement model and Kirkpatrick's and Phillips's and Phillips's evaluation models provided the conceptual framework for this study. The guiding research questions focused on employees' and managers' perceptions of how the telecommunication organization's employee development program contributes to employee engagement and on employees' experiences resulting from the transfer of learning engagement concepts and activities. Using purposeful sampling, 10 employees who attended the employee development program and 5 managers shared their perceptions and experiences. The thematic analysis of the interview data uncovered 3 themes that are critical for engagement – employee-centric culture, support for career development, and management knowledge needed for real-time support. The implication of the project study was a 3-day professional development workshop for managers. Understanding how the employee development program contributes to employee engagement could offer better ways to retain talents.
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Kapcátová, Katarína. "Analysis of Employee Engagement in a Chosen Organization." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198689.

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The main goal of this thesis is to highlight the importance of employee engagement and deeply investigate employee engagement among selected employees in medium size organization, which operates in Liptovský Mikuláš. Besides finding out the total employee engagement, author examines the level of cognitive, physical, and emotional engagement too. Results are then compared to other studies provided by Gallup and CIPD research centers. Thesis further introduces the link between employee engagement and age, gender and occupation of workers. Additionally, it presents the importance of individual employee engagement drivers for employees. The data collection was done by using questionnaire and structured interviews. After the qualitative and quantitative analysis of the research results, author presents possible recommendations that observed organization can use in the future in order to improve the engagement level.
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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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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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Gibbons, Theresa. "Engagement, motivation, and performance in a multigenerational organization /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/3627.

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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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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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Green, Elyssa. "The Influence of Leadership Engagement Strategies on Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7145.

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The influence of leadership engagement strategies on employee engagement affects the retail distribution industry in the form of lower productivity, decreased profitability, and reduced sustainability. In 2017, the retail distribution industry lost more than $50 billion annually due to leader's inability to develop and implement robust leadership strategies to engage employees. The purpose of this single case study was to explore the influence of leadership strategies on employee engagement used by leaders in the retail distribution industry in Florida. Transformational leadership was the conceptual framework for this study. Participants were purposefully selected because of their experience implementing leadership engagement strategies that engaged employees. Data were collected from face-to-face semistructured interviews with 8 leaders in the retail distribution industry with 2 of years leadership experience and the review of organizational documents on employee engagement and productivity. Data analysis comprised coding archival documents, reassembling journal notes, and interpreting semistructured interviews. Three themes emerged from the analysis of data: adopting a supportive leadership style, encouraging employee ownership of task, and continuous knowledge sharing. The findings of this study might contribute to social change by providing retail distribution leaders with fact-based insights that can lead to increased productivity, enhanced sustainability, and improved organizational growth, which might promote prosperity for local families and the community.
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Myers, Jacqueline. "Employee Locus of Control and Engagement in Nonprofit Organizations." ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/122.

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Transformational leadership and employee engagement have been studied in the private sector, yet research in the nonprofit sector is scarce. Addressing this gap is important to improve nonprofit practices, as nonprofit organizations contribute to a myriad of social issues critical to positive social change. Using Burns's theory of transformational leadership, which places emphasis on motivating and inspiring performance through a shared vision and mission, the purpose of this quantitative study was to analyze the effects of transformational leadership on employee engagement in nonprofit organizations. The study also assessed whether locus of control acted as a mediating variable on employee engagement. Locus of control may explain differences in the effect of transformational leadership on engagement in those with an internal locus of control (self-motivating-lesser effect) versus an external locus of control (motivated by external forces-greater effect). Data were obtained from emailed surveys of employees of 30 nonprofit organizations (N = 155). The surveys consisted of the Multifactor Leadership Questionnaire, the Utrecht Work Engagement Scale, and the Work Locus of Control Scale. Multiple logistic regression revealed a significant positive relationship between transformational leadership and employee engagement. No significant evidence was found to indicate that locus of control acted as a mediating variable with regard to engagement. Understanding the effect of transformational leadership on employee engagement may enable nonprofit organizations to improve their effectiveness in programs and services, thereby contributing to positive social change.
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Books on the topic "Employee Engagement with the Organization"

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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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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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Vance, Robert J. Employee engagement and commitment: A guide to understanding, measuring and increasing engagement in your organization. Alexandria, VA: SHRM Foundation, 2006.

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Geoff, Matthews, ed. Engaged: Unleashing your organization's potential through employee engagement. San Francisco, CA: Jossey-Bass, 2012.

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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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Engage!: How to create the best employee engagement program for your organization. Sonoma, California: Carneros Press, 2010.

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Axelrod, Richard H. Terms of Engagement. San Francisco, California: Berrett Koehler Publishers, 2010.

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Employee engagement and communication research: Measurement, strategy, and action. Philadelphia, PA: Kogan Page, 2012.

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Lean hospitals: Improving quality, patient safety, and employee engagement. 2nd ed. New York: Productivity Press/Taylor & Francis, 2012.

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P, Hundley Stephen, ed. Employee engagement fundamentals: A guide for managers & supervisors. Scottsdale, Ariz: WorldatWork, 2008.

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Book chapters on the topic "Employee Engagement with the Organization"

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Turner, Paul. "Measuring Employee Engagement." In Employee Engagement in Contemporary Organizations, 193–222. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36387-1_8.

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Turner, Paul. "Employee Engagement and the Employee Experience." In Employee Engagement in Contemporary Organizations, 1–26. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36387-1_1.

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Turner, Paul. "What Is Employee Engagement?" In Employee Engagement in Contemporary Organizations, 27–56. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36387-1_2.

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Misra, Sasmita. "Employee Engagement for Better Talent Management." In Employees and Employers in Service Organizations, 183–201. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-8.

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Hodges, Julie. "Fostering OC engagement." In Employee Engagement for Organizational Change, 150–78. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9780429447419-9.

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Turner, Paul. "Engagement Driven Strategic HRM." In Employee Engagement in Contemporary Organizations, 223–56. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36387-1_9.

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Hodges, Julie. "Theoretical perspectives of engagement." In Employee Engagement for Organizational Change, 59–71. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9780429447419-5.

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Turner, Paul. "Why Is Employee Engagement Important?" In Employee Engagement in Contemporary Organizations, 57–84. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36387-1_3.

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Turner, Paul. "A Model for Employee Engagement." In Employee Engagement in Contemporary Organizations, 85–111. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36387-1_4.

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Georgiades, Stavros. "Employee Engagement and Organizational Change." In Employee Engagement in Media Management, 9–37. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16217-1_2.

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Conference papers on the topic "Employee Engagement with the Organization"

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Mahardi, Tegar Punang, and Dwi Idawati. "The Importance of Strategy Employee Engagement in Organization." In 3rd Asia Pacific Management Research Conference (APMRC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200812.027.

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A. Wahab Sya'roni, Deden. "Theoretical Study on Employee Engagement in Building Performance Organization." In Proceedings of the International Conference on Business, Economic, Social Science and Humanities (ICOBEST 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icobest-18.2018.34.

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Suyanti, Harmein Nasution, and Yeni Absah. "Effective Employee Engagement Using SWOT Analysis." In Proceedings of the 2019 International Conference on Organizational Innovation (ICOI 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icoi-19.2019.57.

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Handoyo, Agnes Wahyu, Devie, and Juniarti. "Employee Engagement Fail to Boost the Relationship Between Learning Organization and Financial Performance." In Proceedings of the International Conference on Tourism, Economics, Accounting, Management, and Social Science (TEAMS 19). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/teams-19.2019.41.

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Arsenijević, Olja, and Polona Šprajc. "The Impact of Job Insecurity on Employee Attitudes." In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.3.

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The purpose of the article is a theoretical and empirical analysis of the job insecurity due its influence on the employee job attitudes. Design. The design of the study was longitudinal. The empirical results were collected in 2018–2019. The empirical basis of the research is the separate structural department of the bank. The organization has realized downsizing project during the collection of empirical data. It has made possible to analyze the job satisfaction and work engagement before, during and after the downsizing project. The measures used in the present study are: 1) the “Utrecht Work Engagement Scale”; 2) “Brief Job Satisfaction Measure; 3) “The Job Insecurity Scale”. An empirical analysis of the dynamics of job attitudes in the groups differ in age and gender has found out a short-term motivating effect of the threat of job loss. The motivating effect of the threat of job loss is lost during six months. The most significance motivating effect was wound out in within the group of ordinary employees in the senior category over 45 years. The threat of dismissal also has the greatest impact on the behavior change of that part of the staff that is most susceptible to experiencing job insecurity. The employees who perceived the job insecurity are more satisfied with their work and value it more highly.
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Asli, Jon, Abror, Susi Evanita, and Dina Patrisia. "Self-Efficacy, Employee Engagement and Organizational Citizenship Behavior (Ocb)." In The Fifth Padang International Conference On Economics Education, Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA-5 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201126.104.

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P.A, Bebi, Parwoto Parwoto, and Ahmad Saluy. "Employee Engagement Millennial Generation (Gen Y) Reviewed from Leadership Factors, Internal Communication, and Organization Climate." In Proceedings of the 1st MICOSS Mercu Buana International Conference on Social Sciences, MICOSS 2020, September 28-29, 2020, Jakarta, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.28-9-2020.2307358.

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Nurcholis, Gartinia, and Widjajaning Budi. "The Impact of Organizational Culture and Perceived Organizational Support on Employee Engagement." In Proceedings of the 5th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200120.050.

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Putri, Narti Eka, Umar Nimran, Kusdi Rahardjo, and Wilopo Wilopo. "The Impact of Organizational Culture on Employee Engagement and Organizational Citizenship Behavior." In International Conference on Economics, Business, Social, and Humanities (ICEBSH 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210805.072.

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Suryaningrum, Dian, Billy Tunas, and Corry Yohana. "Organizational Culture and Leadership, Influence to Employee Engagement in Z Generation." In International Conference on Environmental Awareness for Sustainable Development in conjunction with International Conference on Challenge and Opportunities Sustainable Environmental Development, ICEASD & ICCOSED 2019, 1-2 April 2019, Kendari, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.1-4-2019.2287236.

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Reports on the topic "Employee Engagement with the Organization"

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

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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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Stawiski, Sarah, Jennifer Deal, and William Gentry. Employee perceptions of corporate social responsibility: The implications for your organization. Center for Creative Leadership, 2010. http://dx.doi.org/10.35613/ccl.2011.2022.

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Diamond, Wayne, and Richard Freeman. Will Unionism Prosper in Cyber-Space? The Promise of the Internet for Employee Organization. Cambridge, MA: National Bureau of Economic Research, September 2001. http://dx.doi.org/10.3386/w8483.

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Bakaç, Cafer, Jetmir Zyberaj, and James C. Barela. Predicting telecommuting preferences and job outcomes amid COVID-19 pandemic : A latent profile analysis. Otto-Friedrich-Universität, 2021. http://dx.doi.org/10.20378/irb-49214.

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Telecommuting is defined as “a work practice that involves members of an organization substituting a portion of their typical work hours (ranging from a few hours per week to nearly full-time) to work away from a central workplace—typically principally from home —using technology to interact with others as needed to conduct work tasks”(Allen, Golden, & Shockley, 2015: 44). This kind of practice substantially differs from the regular and ordinary modes of work because employees perform their usual work in different settings, usually from home (Allen et al., 2015). Although research has been conducted on telecommuting since the 1970s, it has recently become critical when life incidents, like the COVID-19 pandemic has forced many to work from home. Such events offer rare opportunities, for a wide range of researchers and from various fields, to study important questions that would not typically be able to be asked, such as about telecommuting experiences. We took this opportunity and conducted two studies regarding telecommuting, basing our rationale on the fact that many on-site employees were forced to work from home, across a wide range of occupations as a direct result of the pandemic(Kramer & Kramer, 2020). The aim of our study, thus, was to investigate the preferences of employees who were forced to work from home. Specifically, bycreating latent profiles from important work and personality related constructs, we aimed at predicting employees’ preference for working from home or working on-site based on these profiles, and further investigate the relationship of these latent profiles to perceived productivity, job satisfaction, and job engagement.
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Bartel, Ann, Richard Freeman, Casey Ichniowski, and Morris Kleiner. Can a Work Organization Have an Attitude Problem? The Impact of Workplaces on Employee Attitudes and Economic Outcomes. Cambridge, MA: National Bureau of Economic Research, September 2003. http://dx.doi.org/10.3386/w9987.

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Karam, Sofia, Morteza Nagahi, Vidanelage Dayarathna, Junfeng Ma, Raed Jaradat, and Michael Hamilton. Integrating systems thinking skills with multi-criteria decision-making technology to recruit employee candidates. Engineer Research and Development Center (U.S.), June 2021. http://dx.doi.org/10.21079/11681/41026.

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The emergence of modern complex systems is often exacerbated by a proliferation of information and complication of technologies. Because current complex systems challenges can limit an organization's ability to efficiently handle socio-technical systems, it is essential to provide methods and techniques that count on individuals' systems skills. When selecting future employees, companies must constantly refresh their recruitment methods in order to find capable candidates with the required level of systemic skills who are better fit for their organization's requirements and objectives. The purpose of this study is to use systems thinking skills as a supplemental selection tool when recruiting prospective employees. To the best of our knowledge, there is no prior research that studied the use of systems thinking skills for recruiting purposes. The proposed framework offers an established tool to HRM professionals for assessing and screening of prospective employees of an organization based on their level of systems thinking skills while controlling uncertainties of complex decision-making environment with the fuzzy linguistic approach. This framework works as an expert system to find the most appropriate candidate for the organization to enhance the human capital for the organization.
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Ripoll, Santiago, Jennifer Cole, Olivia Tulloch, Megan Schmidt-Sane, and Tabitha Hrynick. SSHAP: 6 Ways to Incorporate Social Context and Trust in Infodemic Management. Institute of Development Studies (IDS), January 2021. http://dx.doi.org/10.19088/sshap.2021.001.

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Information epidemiology or infodemiology is the study of infodemics - defined by the World Health Organization as an overabundance of information, some accurate and some not, that occurs during a pandemic or other significant event that may impact public health. Infodemic management is the practice of infodemiology and may sit within the risk communication and community engagement (RCCE) pillar of a public health response. However, it is relevant to all aspects of preparedness and response, including the development and evaluation of interventions. Social scientists have much to contribute to infodemic management as, while it must be data and evidence driven, it must also be built on a thorough understanding of affected communities in order to develop participatory approaches, reinforce local capacity and support local solutions.
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Ripoll, Santiago, Jennifer Cole, Olivia Tulloch, Megan Schmidt-Sane, and Tabitha Hrynick. SSHAP: 6 Ways to Incorporate Social Context and Trust in Infodemic Management. Institute of Development Studies (IDS), January 2021. http://dx.doi.org/10.19088/sshap.2021.001.

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Information epidemiology or infodemiology is the study of infodemics - defined by the World Health Organization as an overabundance of information, some accurate and some not, that occurs during a pandemic or other significant event that may impact public health. Infodemic management is the practice of infodemiology and may sit within the risk communication and community engagement (RCCE) pillar of a public health response. However, it is relevant to all aspects of preparedness and response, including the development and evaluation of interventions. Social scientists have much to contribute to infodemic management as, while it must be data and evidence driven, it must also be built on a thorough understanding of affected communities in order to develop participatory approaches, reinforce local capacity and support local solutions.
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