To see the other types of publications on this topic, follow the link: Employee Engagement with the Organization.
Journal articles on the topic 'Employee Engagement with the Organization'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Employee Engagement with the Organization.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full text
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Tomar, Jitendra Singh. "Employee Engagement Practices in IT Sector Vis-à-Vis Other Sectors in India." International Journal of Human Capital and Information Technology Professionals 8, no. 3 (July 2017): 1–14. http://dx.doi.org/10.4018/ijhcitp.2017070101.
Full textAbstract:
Employee engagement is an important notion built around the concepts of job satisfaction, employee commitment, retention of talent, that impacts organizational performance. The disengaged employees lead to loss of productivity, procedural imbalances, and decreased efficacy. Organizations are addressing the work force and their job performance, task performance, organizational citizenship behavior, productivity, discretionary effort, effective commitment, and continuance commitment. Engaged employees are emotionally connected with their organization, and are enthusiastic about their job and success of the organization. The employment engagement practices are soulfully needed to understand the employee, give them healthier environment to work, let them grow professionally, award them, and keep them happy, irrespective of the business sector. This study intends to explore the employee engagement practices in Indian IT Sector and compare them with the engagement practices in other leading sectors in India. The study also assesses various engagement attributes in Indian IT organizations.
12
Margaretha, Meily, Ratna Widiastuti, Sri Zaniarti, and Hendra Wijaya. "Employee Engagement and Factors that Influence: Experiences of Lecturers in Indonesia." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 4, no. 6 (2018): 34–41. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.46.1004.
Full textAbstract:
In this changing world, regarding global perspective and workforce changes, the involvement of employee is the most important feature for organization competitive. Employee engagement now is considered as a valuable indicator for organizational success, therefore, it needs to be studied in-depth by the organization, because through engaged employees the significant results can be achieved. Employee engagement has become a crucial issue in human resources management reviews, as it provides many benefits to the organization. However, much of what has written about employee engagement comes from practitioner literature and consulting firms. There is a scarcity of research on employee engagement in the academic literature, for academics, the concept remains new, and therefore, this concept still requires research that can support it. This study aimed to understand the factors that affect employee engagement of lecturers in Indonesia. Data collected and can be processed were 200 respondents. Based on the results it is known that job characteristic, reward, and recognition, perceived organizational and supervisor support affect employee engagement. Some managerial implications that can be applied based on the results of this study have been submitted in this research, one of it such as the organization should provide a challenging, safe and secure work environment for employees, in order to get proactive employees that will give a positive effect on overall organizational performance.
13
Lustanti, Tania, Syamsul Hadi Senen, and Masharyono Masharyono. "Studi Persepsi Meningkatkan Kinerja Pegawai dengan Employee Engagement dan Iklim Organisasi." Journal of Business Management Education (JBME) 4, no. 1 (May 15, 2019): 58–67. http://dx.doi.org/10.17509/jbme.v4i1.16270.
Full textAbstract:
Abstract: The success of achieving organizational goals is largely determined by the roles and responsibilities of employees in it. Employees are required to be able to support and be involved in every activity to achieve goals in the organization. The inability of employees to do work optimally will cause problems in employee performance. Employee performance can affect an organizational performance which has an impact on the realization of the organizational goal. This article provides a numerical study of 1) the effect of employee engagement on performance, and 2) the effect of organizational climate on performance. This research employed verificative study through an explanatory survey using sampling amounting to 84 employees in public organization as respondents through questionnaires. The data were analyzed by using multiple linear regression technique through Statistical Product for Service Solutions (SPSS) 24.0 for windows. The results of the research indicate that the 1) employee engagement has an effect on performance by 49% or in the moderate category, 2) organizational climate has an effect on performance by 76,6% or in the strong category. This result indicated that higher employee engagement will be higher performance, as well as the organizational climate, the better the climate in the organization will be the higher employee performance and vice versa.
14
Veshne, Nupur. "Role of Supervisor’s Communication in Employee Engagement & Employee Wellbeing." Ushus - Journal of Business Management 16, no. 3 (July 1, 2017): 27–38. http://dx.doi.org/10.12725/ujbm.40.3.
Full textAbstract:
Communication is the base to the smooth functioning of organizations and which plays a vital role in maintaining and developing organizations. The growth of an organization is seen through workplace efficiency which is dependent on employee wellbeing. Employee wellbeing affects how employees think and feel about their job and organization in turn which would positively or negatively influence their attitude and performance. Supervisor’s communication can greatly influence the employee’s workplace efficiency. This paper focuses on analyzing the role of supervisor’s communication in employee wellbeing and employee engagement. It identifies the main factors that affect employee wellbeing in the organization. It is evident from the research that organizations need to focus on improving the supervisor’s communication which will enhance employee wellbeing and employee engagement and result into positive attitude and improved performance on the job.
15
Biswas, Soumendu, and Jyotsna Bhatnagar. "Mediator Analysis of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational Commitment and Job Satisfaction." Vikalpa: The Journal for Decision Makers 38, no. 1 (January 2013): 27–40. http://dx.doi.org/10.1177/0256090920130103.
Full textAbstract:
Given the multi-determinability of individual affect and attitudes, this paper seeks to explicate their display through some construct that captures the cognitive, emotional, and behavioural components of work-related roles. Employee engagement is found to be one such explanatory variable. This paper assesses the mediating role of employee engagement between perceived organizational support (POS) and person-organization fit (P-O fit) as the antecedents and organizational commitment and job satisfaction as the consequences. It tests the path model by using data from six Indian organizations and a sample of 246 Indian managers. The findings help find a direct effect of P-O fit and POS, which affects employee engagement and leads to variance in organizational commitment and job satisfaction. Further, the paper attempts to establish discriminant validity between employee engagement and organizational commitment. Yet, because of the similarity of wordings of the items measuring the employees� ratings of the two constructs, the authors conducted a confirmatory factor analysis leading to discriminant validity establishment to examine whether employee engagement and organizational commitment were distinct. AMOS software (version 17.0) was used to compare the fit of two nested models: (a) a one-factor model incorporating both the constructs and (b) a two-factor model distinguishing employee engagement and organizational commitment. It also provides empirical support to job satisfaction and its linkage with employee engagement. The findings suggest that when individuals perceive positive levels of organizational collaboration, they are intrinsically encouraged towards exerting considerably higher levels of effort. The notion that P-O fit deals with the congruence between employees� personal values and those of the organization makes for greater meaningfulness and psychological safety leading to higher levels of employee engagement. Furthermore, when individual values are perceived to fit organizational norms, the former are entrusted with greater responsibilities and are made to feel more empowered. A high level of employee engagement reflects a greater trust and loyal relationship between the individual and the organization. This suggests the building up of higher degree of commitment by the employee towards their employing organization. The paper contributes to theory building in the employee engagement and organizational commitment domains.
16
Kang, Minjeong, and Minjung Sung. "How symmetrical employee communication leads to employee engagement and positive employee communication behaviors." Journal of Communication Management 21, no. 1 (February 6, 2017): 82–102. http://dx.doi.org/10.1108/jcom-04-2016-0026.
Full textAbstract:
Purpose The purpose of this paper is to examine how a company’s symmetrical internal communication efforts could influence its employees’ perception of relationship outcomes with the company and the subsequent employee communication behaviors about the company to others and their turnover intention. Additionally, the mediation effects of employee-organization relationship (EOR) quality between symmetrical internal communication and employee engagement were tested. Design/methodology/approach The study collected the data from a survey of randomly selected 438 individuals who work as sales representatives of the case organization. Respondents were randomly selected through stratified sampling. For the overall statistical procedure, this study adopted the two-step structural equation modeling: on the basis of the final measurement model analysis from confirmatory factor analysis, the proposed structural model was tested using latent variables. Findings The findings of this research clearly demonstrate: employee/internal communication management is linked with employee engagement; employee engagement enhances supportive employee communication behaviors and reduces turnover intention. Also, the mediation results show strong mediation of EORs on the effects of symmetrical internal communication on employee engagement. Research limitations/implications Employees’ communication behaviors such as megaphoning and scouting have special strategic values to organizations. With information seeking, selecting, forwarding, and sharing behaviors of employees, organizations may obtain more valuable information than through formal procedures and channels. Professional literature has long been supporting the importance of fostering positive employee communication behaviors (ECBs), suggesting that WOM and information from the employees deemed as most trustworthy by the external publics. ECBs about their organizations may be viewed as a testament of the quality of EOR. This study results show that employee engagement plays a key role in creating positive ECBs. Practical implications Pragmatically, as noted in the findings, symmetrical communication is an important factor that leads to positive ECB. To facilitate employees’ favorable communication regarding an organization, therefore, the organization needs to practice a two-way, employee-centered symmetrical communication system in its everyday communication management. Communication managers are advised to nurture internal communication practices that listen to the employees and invite their participation in addition to providing complete and fair information to employees. Second, by showing the significant positive influence of EOR on employee engagement and ECB, the finding of the study suggests that strategic relationship management with internal publics affect overall management effectiveness. Hence, organizational managers need to adopt various relationship cultivation strategies in their communication with employees, which have been previously proposed by several studies. Originality/value The findings of the study demonstrated that the effects of employee relationship management and symmetrical internal communication indeed exist beyond ECBs to the actual managerial outcomes. The findings also suggest a three-stage model of employee communication management: employee/internal communication management antecedents; employee engagement; and supportive outcomes of effective employee communication programs, such as supportive/extra ECBs.
17
Hadiyani, Sherry, Siti Zahreni, and Fahmi Ananda. "Peranan Keadilan Organisasi Terhadap Employee Engagement di Masa Perubahan Organisasi." Talenta Conference Series: Local Wisdom, Social, and Arts (LWSA) 1, no. 2 (December 10, 2018): 362–66. http://dx.doi.org/10.32734/lwsa.v1i2.208.
Full textAbstract:
Perubahan telah menjadi kebutuhan primer bagi kehidupan organisasi. Ketika organisasi melakukan perubahan, employee engagement menjadi elemen penting dalam proses perubahan. Karyawan yang mempunyai engagement terhadap perusahaan akan mampu berkontribusi terhadap kesuksesan organisasi dalam menghadapi persaingan maupun tantangan pada serta era globalisasi, menghasilkan pekerjaan yang lebih produktif dan kecenderungan turnover yang rendah. Faktor yang mempengaruhi employee engagement adalah keadilan organisasi, terutama keadilan distributifdan keadilan prosedural. Individu menginginkan adanya keadilan yang diberikan dari organisasi kepada mereka. Individu juga membandingkan apa yang sudah ia berikan kepada organisasi dengan apa yang sudah ia terima. Kondisi yang seimbang antara apa yang telah diberikan dengan apa yang telah diperoleh akan menimbulkan persepsi yang sama mengenai keadilan dalam organisasi dari sisi karyawan dan organisasi. Oleh karena itu, penelitian ini bertujuan untuk mengetahui peranan keadilan organisasi terhadap employee engagement karyawan di masa perubahan organisasi. Subjek penelitian ini adalah karyawan PT. perkebunan X sejumlah 150 orang. Alat ukur yang digunakan adalah skala EmployeeEngagement yang merupakan pengembangan skala Utrecht Work Engagement Scale (UWES) berdasarkan teori Schaufeli dan Bakker dan skala keadilan organisasi yang dikembangkan berdasarkan skala yang disusun oleh Colquitt. Analisis data menggunakan regresi linier berganda.Hasil penelitian ini menunjukkan bahwa keadilan organisasi memiliki pengaruh positif yang signifikan terhadap employee engagement.Jika dilihat per dimensi, hanya dimensi keadilan procedural yang memiliki pengaruh signifikan terhadap employee engagement.
Change has been the primary needs for life in an organization. When an organization makes a change, employee engagement becomes an important element in the process of change. The employees who have engagement with a company will be able to give a contribution to the success of the organization is facing competition and challenge and also the globalization era, be more productive and have a low turnover possibility. The factor that influences employee engagement is organizational justice, especially distributive justice and procedural justice. An individual demands justice which is given by their organization. An individual also compares what they have given to the organization and what they have received. The balance condition between these will cause the same perception of justice in an organization for the employees and the organization. Thus, this research aimed to find the role of organizational justice towards employee engagement in the era of organizational change. The subjects in this research were 150 employees of PT. Perkebunan X. The research parameter was Employee Engagement Scale which was a development of the Utrecht Work Engagement Scale (UWES) based on Schaufeli theory and Bakker and the organizational justice scale developed based on Colquitt scale. The data analysis employed a double linear regression. The result of this research showed that organizational justice had positive and significant effects on employee engagement. When it was views per dimension, only procedural justice dimension had significant effects on employee engagement
18
Rasool, Samma Faiz, Mansi Wang, Minze Tang, Amir Saeed, and Javed Iqbal. "How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing." International Journal of Environmental Research and Public Health 18, no. 5 (February 26, 2021): 2294. http://dx.doi.org/10.3390/ijerph18052294.
Full textAbstract:
This study explores the effects of a toxic workplace environment (TWE) on employee engagement (EE). Building on conservation of resources (COR) theory and organizational support theory (OST), this study proposed a research model. In this research model, a toxic workplace environment negatively affected employee engagement, directly and indirectly, through organizational support (OS) and employee well-being (EW). In this study, we used a quantitative research approach, and data were collected from 301 workers employed in the small and medium-size enterprises of China. To estimate the proposed relationships of the research model, we used partial least squares structural equation modeling (PLS-SEM 3.2.2). The results of this study confirmed that a toxic workplace environment has a negative impact on employee engagement. Moreover, the findings of this research confirm that organizational support and employee well-being significantly mediate a toxic workplace environment and employee engagement. The conclusions of this study are as follows: First, the direct relationship between a toxic workplace environment and employee engagement confirms that if employees are working in a toxic environment, they will spread negative feelings among other co-workers. The feelings that come with a toxic workplace environment, i.e., harassment, bullying, and ostracism, can be detrimental and lead to unnecessary stress, burnout, depression, and anxiety among the workers. Second, employee well-being will affect employee behaviors that enhance employee engagement with the work as well as with the organization. Third, organizational support also increases employee engagement with the work as well as with the organization. So, it is also confirmed that when workers perceive the support from the organization, their sense of belonging to the organization is strengthened.
19
Bale, Stephen, and Alan Pillay. "Impact of Employee Engagement on Performance at A Pump Supplier." International Journal of Multi Discipline Science (IJ-MDS) 4, no. 1 (February 28, 2021): 1. http://dx.doi.org/10.26737/ij-mds.v4i1.1673.
Full textAbstract:
<em>The study aimed to investigate the impact of employee engagement on performance at a South African pump supplier. The research adopted a qualitative study and a non-probability purposeful sampling technique with a target population of ten employees at the company. It examined the factors that contributed to the development of employees’ engagement and the effect of engagement on employee performance. The research instrument used interview and was analyzed qualitatively. Key findings revealed that the employees at the company are disengaged due to ineffective leadership, poor communication between management and employees, lack of a recognition system, inadequate employee participation in decision-making, and an absence of a strategic and coordinated approach to the employees’ well-being. Recommendations were that the organization should allow its workforce to provide input in the decision-making of the organization, improve effective and transparent internal communication, employee development and empowerment, and an effective recognition system. Leaders should support the effective utilization of employee skills and capabilities. The study showed that there is a relationship between employee engagement and performance due to the lack of employee engagement that lowered employee capability and affected the organization's bottom line. Designing and implementing an effective employee engagement strategy is, therefore, desirable to the employee and organizational performance.</em>
20
Knezović, Emil, and Arnela Đilović. "Employee engagement and work-related outcomes." Management 25, no. 2 (December 21, 2020): 133–50. http://dx.doi.org/10.30924/mjcmi.25.2.7.
Full textAbstract:
This study examines the specific work-related outcomes of employee engagement such as affective commitment, organizational citizenship behavior, and intention to quit in the context of Bosnia and Herzegovina. For this purpose, employee engagement was divided into job and organization engagement. We used the quantitative research instrument and the cross-sectional survey method for primary data collection. The final sample consisted of 682 usable responses. By using the hierarchical regression analysis, we found that both job and organization engagement have a positive and significant relationship with affective commitment and organizational citizenship behavior, while in the case of intentions to quit, only organization engagement was negatively related. The results show that companies can achieve several benefits by focusing on employee engagement.
21
Gaber, Shreen. "Enhancement Health Care Workers Engagement in the Light of Advanced Technology: Employees’ Perspectives." Pakistan Journal of Medical and Health Sciences 15, no. 8 (August 30, 2021): 2334–38. http://dx.doi.org/10.53350/pjmhs211582334.
Full textAbstract:
Regardless of the size of the hospital, the leaders have critical responsibilities to engage the employee in some situations. So you are in luck if you have the most precious tool of technologies usage as an enhancement variable. Aim: This study aimed to explore Employee Engagement factors in the light of advanced technology. Design: An exploratory correlation study design was exploited in this study. Sample& Setting: a cross-sectional sample of 350 different category employees was employed. Tools: an adapted engagement questionnaire was used to collect the pertinent facts. Results: The main discoveries of this study exhibited that, in the light of technology, many factors are important for enhancing work engagement; these factors are leadership, teamwork, social engagement, staffing& resource capability…..etc. Respectively: These factors did not differ between the studied group work engagements concerning neither their working department nor relation to their gender, but there was a highly significant difference between the studied group work engagements to their years of experience Conclusion: technology using can enhance employee engagement. Although many factors enhance employee engagement, the advanced technologies make those factors differ in their priority and importance. Recommendations: all organizations should promote technologies induction within limits that help in employees’ engagement. Also, to achieve a higher level of work engagement when deploying technology, it's important to distinguish between tacit and explicit knowledge. Keywords (MeSH words): technology, engagement, employees, organization.
22
Hoon Song, Ji, Doo Hun Lim, In Gu Kang, and Woocheol Kim. "Team performance in learning organizations: mediating effect of employee engagement." Learning Organization 21, no. 5 (July 8, 2014): 290–309. http://dx.doi.org/10.1108/tlo-07-2012-0049.
Full textAbstract:
Purpose – This aim of the current research is to provide empirical evidence for the relationships among several organizational factors affecting team performance improvement, including the learning organization and employee engagement. In addition, the mediating effect of employee engagement was assessed to explain team performance improvement within the supportive learning organization. The target sample consisted of major Korean for-profit firms, and a total of 309 cases were used for data analyses. Structural equation modeling was used along with basic descriptive and multivariate research assumption tests. Results support that cultural aspects of the learning organization in Korean for-profit firms positively and directly affect the employee engagement, whereas cultural aspects of the learning organization positively affect team performance positively and indirectly only through employee engagement, and employee engagement plays a full mediating role in explaining the relationship between the learning organization and team performance. Conclusions are discussed, followed by implications for organizational development, limitations and future research suggestions. Design/methodology/approach – The target sample consisted of major Korean for-profit firms, and a total of 309 cases were used for data analyses. Structural equation modeling was used along with basic descriptive and multivariate research assumption tests. Findings – Results support that cultural aspects of the learning organization in Korean for-profit firms positively and directly affect the employee engagement, while cultural aspects of the learning organization positively affect team performance positively and indirectly only through the employee engagement, and the employee engagement plays a full mediating role in explaining the relationship between the learning organization and team performance. Originality/value – This research has not been conducted in the Korean context, and this research will provide not only scholarly evidences on the importance of the learning organization for performance improvement, but also the practical guideline for the practitioners to make effort to make their organizations as the learning organization for performance improvement.
23
George, Ginu, and Binoy Joseph. "A study on the relationship between Employee engagement and organizational citizenship with reference to employees working in travel organizations." Atna - Journal of Tourism Studies 10, no. 2 (July 1, 2015): 33–44. http://dx.doi.org/10.12727/ajts.14.3.
Full textAbstract:
All sectors across the globe have started looking at employee engagement as an opportunity because engaged employees always tend to perform better than not engaged or disengaged employees. Organization with engaged employees are always a strength to the organization as it has lot of positive outcomes. This article elucidates the relationship that exists between employee engagement and organizational citizenship behavior with reference to employees working in travel organizations.The study focuses on employees working in national and international travel organizations which arelocated in Bangalore. Data was collected with the help of an adapted questionnaire. The findings of the study will help the employers to understand the importance of these two factors and their present engagement and OCB level of the employees working in these organizations and take measures accordingly.
24
Machmed Tun Ganyang, Ganyang. "The The Impact of Organization culture and Work Environment on Employee Engagement and It’s Implication on Employee Performance of The Automotive Industry In Jakarta, Indonesia." Archives of Business Research 7, no. 9 (September 10, 2019): 64–70. http://dx.doi.org/10.14738/abr.79.6789.
Full textAbstract:
This study aims to determine and analyze the impact of organization culture , work environment on employee engagementt and it’s implications on employee performance. This research uses quantititaive approarch. Population of this research is the whole employee of the automotive industry and sample is 86 respondents. The result of this hypothesis test show that (1) Organization culture has a direct, positive, and statistically significant impact on employe engagement; (2)Work environment has a direct, positive and statistically significant on employee engagement; (3) Employee engagement has a direct positive and statistically significant on employee performance.
25
Prabasari, I. Gusti Agung Maya, Luh Kadek Budi Martini, and Nengah Suardika. "The Effect of Communication and Employee Engagement on Organizational Citizenship Behavior and Employee Performance in Employees Pt. Pln (Persero) Distribution of Bali." International Journal of Contemporary Research and Review 9, no. 08 (August 27, 2018): 21014–25. http://dx.doi.org/10.15520/ijcrr/2018/9/08/586.
Full textAbstract:
Communication is the performance and interpretation of messages between communication units that are part of a particular organization. Employee engagement is the degree to which people are known from their work, actively participate in them, and consider their achievements important to self-esteem. Organizational citizenship behavior is an optional behavior that is not part of an employee's formal work obligations, but supports the functioning of the organization effectively. Employee performance is the work quality and quantity achieved by a person in carrying out his function in accordance with the responsibilities given to him.
The purpose of this study was to examine and analyze the effect of communication and employee engagement on organizational citizenship behavior and employee performance at PT. PLN (Persero) Distribution of Bali. The sampling technique used was proportional random sampling. The sample in this study were 62 employees. Data analysis method used is SEM (Structural Equation Modeling) analysis based on component or variance, namely PLS (Partial Least Square). The results of the study stated that the communication variable had a positive effect on organizational citizenship behavior, while employee engagement had no effect on organizational citizenship behavior. Communication has a positive and significant effect on employee performance both partially and through mediating organizational citizenship behavior. Employee engagement has a positive and significant effect on employee performance, while employee engagement does not affect employee performance through mediating organizational citizenship behavior. Organizational citizenship behavior has a positive and significant effect on employee performance
26
Sant, Seema. "An Analysis of Credibility of CEO’s in an Organisation Linkage with Employee Engagement." Asian Social Science 12, no. 10 (September 19, 2016): 127. http://dx.doi.org/10.5539/ass.v12n10p127.
Full textAbstract:
<p>The current study examines the credibility of the respective Chief Executive Officer (CEO’s) in an organization while linking its impacts with the concurrent facets of employee engagement. The credibility of a Chief Executive Officer (from now on referred to as the CEO) can greatly influence his/her employee's behaviour and perception towards the company’s objectives and reputation. A CEO with a credible reputation can help increase the productivity of workforce, the quality and quantity of leads, secure loyal customers, and help in retaining employees. The present study surveyed 186 employees randomly selected from the top 100 companies in India using the questionnaire developed by researcher to measure credibility of CEO linkage with employee engagement. Further the quantitative questionnaires collected from <em>186 employees</em> were tabulated and analysed in order to study the linkage of the credibility of a CEO in an organization with the employee engagement and its effect on the organization's success. The result shows that the CEO's credibility is positively associated with employee engagement and subsequently affects the organizational reputation and success.</p>
27
Caldwell, Cam, Verl Anderson, and Marija Runic Ristic. "Employee Engagement and the Ethic of Friendship." Business and Management Research 10, no. 1 (March 18, 2021): 54. http://dx.doi.org/10.5430/bmr.v10n1p54.
Full textAbstract:
The failure of managers and supervisors to earn the trust and followership of the employees with whom they work is well documented in recent research about employee engagement (Clifton & Harter, 2019). Without that employee commitment, organizations inevitably struggle to compete in the global marketplace and fail to achieve their potential (Cameron, 2012). Although much has been discussed in the light of the findings of concerned scholars (HR Research Institute, 2019), disagreement nonetheless exists about the factors which make up employee engagement, as well as the most effective approach that can be taken to increase engagement and those factors. Though there has not been full agreement about the nature of employee engagement, it is widely accepted that the failure of organizations to engage employees has been a serious deterrent to achieving organization results (Clifton & Harter, 2019).Objective: The purposes of this paper are to offer insights into the precise nature of employee engagement and to identify the value of employers adopting the Ethic of Friendship – an ethical perspective that has begun to be written about more frequently in the management literature.Methods: We begin the paper by proposing an integrated and updated definition of employee engagement – identifying nine factors which contribute to its makeup.Results: We suggest that each of these nine factors significantly impact employee engagement and warrant increased attention by organizational leaders. We then address the Ethic of Friendship and its increasingly important role in today’s arms-length and transactional relationship between employers and employees.Conclusions: The paper then clarifies how the Ethic of Friendship addresses all nine of the factors which constitute employee engagement and explains how the Ethic of Friendship can increase the ability of organization leaders, managers, and supervisors to bridge the gap of distrust that often exists in the modern organization. After identifying five important contributions made by this paper, we conclude by encouraging leaders to adopt the Ethic of Friendship’s commitment to treating employees as valued partners and, by so doing, create a culture in which employee engagement is likely to thrive.
28
Odai, Leslie Afotey, Jingzhao Yang, Isaac Ahakwa, Shaibu Ismaila Mohammed, and Samuel Dartey. "Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture." SEISENSE Business Review 1, no. 2 (April 1, 2021): 15–31. http://dx.doi.org/10.33215/sbr.v1i2.588.
Full textAbstract:
Purpose- Organizations that enforce effective supervisory support through their cultural traits see their employees reciprocating through positive outcomes. The study explored the impact of supervisory support on employee engagement in Ghana’s telecommunications sector and the moderating effect of supportive organizational culture on the relationship. Design/Methodology- A correlational descriptive research design was adopted. A sample of three hundred and fifty-three (353) employees was drawn randomly from a top selected telecommunication company in the Accra Metropolis of Ghana. Information collated were analyzed using Statistical Package for Social Sciences (SPSS version 26) and partial least square based on Structural Equation Modeling (SEM) Findings- The findings indicate that supervisory support significantly influences employee engagement. Again it was revealed that supportive organizational culture influences employee engagement and substantially moderates the relationship between supervisory support and employee engagement. Practical Implications- The findings provide valuable suggestions for organizations, managers, and supervisors to emphasize on measures such as a robust feedback system, training of supervisors, and enhancing employees' freedom to operate within the organization, which increases employee engagement and optimizing the organization’s competitive advantage.
29
Rao, M. S. "Innovative tools and techniques to ensure effective employee engagement." Industrial and Commercial Training 49, no. 3 (March 6, 2017): 127–31. http://dx.doi.org/10.1108/ict-06-2016-0037.
Full textAbstract:
Purpose The purpose of this paper is to offer innovative tools and techniques to ensure employee engagement. Design/methodology/approach The paper outlines the reasons for employee disengagement and enlightens the advantages of employee engagement for both employees and organizations. It unfolds several research findings on employee engagement and illustrates with the examples of global companies including Cummins, DHL Express, Southwest Airlines, Google, and Virgin. Findings It concludes that employee engagement is a two-way street. Practical implications The tools and techniques adopted by leaders can be applied in any industry and in any size of organization. Social implications The social implications of this research suggest that leaders can ensure employee engagement by following these innovative tools and techniques. Originality/value It implores both employers and employees to take ownership of their roles and responsibilities to achieve organizational excellence and effectiveness.
30
Kumar Singh, Anil, and Priyender Yadav. "A study on understanding of employee engagement practices: comparison between banks and higher education institutions." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 4, no. 2 (July 15, 2013): 295–308. http://dx.doi.org/10.24297/ijmit.v4i2.4587.
Full textAbstract:
Employee engagement has been high on agenda of a number of researchers and organizations in the recent years . A successful employee engagement strategy helps creating a community at the work place and not just a work force. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two -way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person with the organization. As a researcher this concept requires careful investigation and the interest, therefore is to extract the determinants of employee engagement and to understand what all factors contribute to this concept. Literature has proved that it is the trust which measures the degree of employee engagement, s o in the present study the researchers have tried to find out the effect of trust and value on employee engagement.As banks and higher educational institutions offer a comparative platform to study the practices because both are in service sectors and the competencies required are relatively same. Further, these organizations are heavily focused on Human Resources as an asset and their image is directly associated with employees acts and behaviors.So in the present paper the researchers have tried to explore the rationale of employee engagement practices through data analysis by using SPSS and Excel . For the purpose the data has been collected through questionnaire and statistical tools like multivariate analysis and ANOVA etc has been used.
31
Yulistiani, Dekalia, M. Rajab Lubis, and Sjahril Effendy. "Pengaruh Employee Engagemen dan Work Value Terhadap Kesiapan Berubah Pada Karyawan PT Budi Perkasa Alam." Tabularasa: Jurnal Ilmiah Magister Psikologi 2, no. 2 (July 9, 2020): 76–81. http://dx.doi.org/10.31289/tabularasa.v2i2.302.
Full textAbstract:
Individual readiness to change is important in the success of the organization for making changes. When employees are ready, they will be able to follow the organizational changes that occur. Employee readiness to change will have a positive impact on organizational change. There are various factors that can affect change readiness in employees including employee engagement and work value. This study aims to determine the effect of employee engagement and work value on change readiness in employees of PT. Budi Perkasa Alam. The measuring instrument used in this study is the scale of change readiness, employee engagement and work value scale. This study involved 150 employees. The results showed that partially employee engagement and work value had a positive effect on change readiness in employees with t-count value X1 (5.513) t-table (1,976) and t-count X2 (5,896) t-table (1,976). Simultaneously, employee engagement and work value variables significantly influence change readiness in PT employees. Nature Mightiness (F count = 67.230; p 0.05). Employee engagement and work value contributed to change readiness by 47.8% (R-square = 0.478). The implications of this research are expected to the management in order to maintain an understanding of the values and goals of the organization and involve employees in making organizational decisions.
32
Budriene, Daiva, and Danuta Diskiene. "EMPLOYEE ENGAGEMENT: TYPES, LEVELS AND RELATIONSHIP WITH PRACTICE OF HRM." Malaysian E Commerce Journal 4, no. 2 (June 3, 2020): 42–47. http://dx.doi.org/10.26480/mecj.02.2020.42.47.
Full textAbstract:
Human resources are important assets of every organization. Recruitment and selection play an effective role in improving the organizational performance, because recruitment directly is relating with employee engagement. Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement, strangely enough, has been a crucial priority of HR since before the term was using. It has become one of the leading priorities of human resource practitioners and senior managers in the organization today, so employee engagement has generated great deal of attention among many human resource practitioners. In present day, where is large-scale competition in the market, it is necessary for the organization to have engaged workforce for the survival and smooth functioning of the organization. Every organization wants to make the best utilization of its human resources in order to achieve competitive advantage in the market. When employees are engaged in their work, they have good relationships with their co-workers and working environment becomes better, are not only happy in their job, but also translate that satisfaction into higher productivity and profitability of the organization. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. The paper discusses theoretical approaches to the significant concept and phenomenon of today – employee engagement and the factors behind it. In addition, the paper examined the type of employee engagement, problematic of individual and organizational engagement that affects organizational decisions. The aim of article is to identify the distinctive features of two types of engagement in the scientific literature employee engagement and organizational engagement, also connections reflecting the possible role of human resource management practices in the process of management of employee engagement. The purpose implies tasks: to reveal the essence of engagement and the factors that determine it ; also is presented a theoretical model of interfaces. The research methodology is the theoretical modeling of the phenomenon employee engagement from a human resource management perspective. The article is presenting in different sections such as meaning and concept of employee engagement, importance and factors influencing employee engagement and impact of employee engagement on organizational performance. The article consists of three logically interconnected parts. The introduction justifies relevance topics. The main part provides a review of literary sources, in which the authors examine the typology of engagement, distinguish types such as job engagement and organizational engagement. This section analyzes the relationship between characteristics and the influence of their design on employee engagement. This section also analyzes the conditions of formation and the results of the manifestation of employee engagement at the individual organizational levels, describes the connection of various aspects of this state with the practice of human resources management. In the final part, is given a theoretical model developed by the author – the main result of the article. It is a hypothetical model of the structure of employee engagement and how various human resources management practices shape employee engagement and how individual engagement of an employee transforms into a competitive advantage of organization. Data sources for the theoretical study described in this article are publications on the topic of engagement of such highly rated publications like Journal of Applied Psychology, Journal of Occupational and Organizational Psychology and The International Journal of Human Resource Management. The value of the results. This paper may serve as the basis for further research in the field of employee engagement generally and individual additional variable components. Research conclusions may have be used to build the organizational policy of the company in relation to the system human resource management.
33
Dhanda, Upasana. "EMPLOYEE ENGAGEMENT: THE KEY SUCCESS FACTOR." International Journal of Research -GRANTHAALAYAH 3, no. 5 (May 31, 2015): 77–87. http://dx.doi.org/10.29121/granthaalayah.v3.i5.2015.3017.
Full textAbstract:
An organization’s success and profitability depends upon the performance of its employees. Business leaders know that a high-performing workforce is essential for the achievement of strategic business goals. Therefore, it is important that the employees are fully committed towards the organization’s goals and are motivated to give their best efforts for achievement of these goals.
Today, the companies have to survive the cut-throat competition and beat their competitors. Therefore, the physical and mental well-being of the employees becomes an important aspect which the HR managers need to focus on. The concept of employee engagement in the organizations is gaining importance.
Employee engagement can be a deciding factor for an organization’s success in today’s competitive world. . High levels of employee engagement promote retention of talent, foster a sense of belongingness, improve organizational performance and increase the stakeholder value. Engaged employees are attached to the organization, enthusiastic about their work and take efforts beyond the employment contract. Thus, engaged employees can be seen as powerful source of competitive advantage.
This paper provides a conceptual framework on employee engagement. Various drivers of employee engagement are discussed. The difficulties in measuring employee engagement are also analyzed. The paper also throws light on various strategies to be adopted for effective engagement.
34
Hazelton, Suzanne. "Positive emotions boost employee engagement." Human Resource Management International Digest 22, no. 1 (January 7, 2014): 34–37. http://dx.doi.org/10.1108/hrmid-01-2014-0012.
Full textAbstract:
Purpose – Highlights the power of positive emotions in helping to build individual and organizational success. Design/methodology/approach – Explores the meaning of positive emotions, how they can be promoted at individual and organizational level and the benefits they can bring to the individual and organization. Findings – Advances the view that positive emotions can benefit physical health, mental well-being and the ability to flourish, creativity, resilience, the mood of others, positive memories and relationships. Practical implications – Argues that the positive emotions of the workforce can improve the organizational culture and improve organizational performance. Social implications – Demonstrates that around three positive emotions are needed to balance out each negative emotion and shows that positive emotions can be stimulated through having new experiences and through acts of kindness and gratitude. Originality/value – Extends psychological thinking on positive emotions to the workforce and workplace.
35
Handayani, Nurina Putri. "Pengaruh Transformational Leadership Terhadap Employee Engagement: Telaah Pada Organisasi Non Profit Area Pulau Jawa, Sumatera, Sulawesi dan Bali." Jurnal Manajemen 9, no. 1 (June 1, 2017): 39–54. http://dx.doi.org/10.31937/manajemen.v9i1.596.
Full textAbstract:
Recognizing the engagement levels of employees is in a grey area, organizations are still less aware of it. Employee engagement is the level of commitment and involvement an employee has, towards their organization and its value. Employee engagement actually creates many improvements within the organization that can result in employee work productivity, hence increasing the organization capability. Author wants to prove that transformational leadership is valid theory in encouraging person’s engagement in a non-profit organization. Transformational leadership is the attitude of a leader who is able to become the motor of change, has charisma in show stance, put themselves in difficult issues, emphasizing trust, and has a vision and a sense of mission. This study examines how transformational leadership and employee engagement works in IFL’s staff – a youth led non-profit organization (NGO) concerning on youth empowerment for social changes. Moreover, the study seeks the effect of transformational leadership on employee engagement at IFL. Author shares questionnaire to 70 respondents. This study used descriptive and verification method by using t-test. After going through several stages of statistical tests, the author gets the result that transformational leadership and employee engagement has been well-implemented in Indonesian Future Leaders (IFL). Employee engagement variables can be explained by independent variables of idealized influence, inspirational motivation, intellectual stimulation, and individualized concerns by 29%. The rest (100% -29% = 71%) is explained by other variables outside the model.
Keyword: Human Capital, Transformational Leadership, Employee Engagement, Non-Profit Organization
36
Jha, Nivedita, Rama Krishna Gupta Potnuru, Puja Sareen, and Sharon Shaju. "Employee voice, engagement and organizational effectiveness: a mediated model." European Journal of Training and Development 43, no. 7/8 (September 2, 2019): 699–718. http://dx.doi.org/10.1108/ejtd-10-2018-0097.
Full textAbstract:
Purpose This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness. Design/methodology/approach Data was collected to test the mediating role of employee engagement between employee voice and organizational effectiveness. The respondents were employees in different IT companies located in major cities in India. The model was tested for full and partial mediation of employee engagement using structural equation modeling. Findings Considering the self-reported survey from 232 employees from companies in the IT sector, the findings reveal that there exists a significant association between employee voice and organizational effectiveness. The results reflect a close association between employee engagement and organizational effectiveness too. However, no significant association was found between employee voice and organizational effectiveness. Employee engagement is found to mediate the relationship between employee voice and organizational effectiveness. Research limitations/implications The foremost limitation of the study is the sample group that is limited to employees working in IT companies in Bangalore city. The results cannot be generalized to the entire IT industry in India. Although attempts are made to eliminate common method bias, there are chances of an overstated relationship by common method variance that cannot be neglected completely. Practical implications The paper will provide a deep insight to the practitioners about the role of employee voice in the engagement of employees. It will also indicate to the managers how the effectiveness of an organization can be heightened by creating opportunities for employees to voice their opinion in the organization. Originality/value The present study indicated that though there is an association between the independent variable, employee voice, and the dependent variable, organizational effectiveness, the relationship becomes more significant in the presence of employee engagement between them.
37
Kumar, Hari, and Satish Raghavendran. "Gamification, the finer art: fostering creativity and employee engagement." Journal of Business Strategy 36, no. 6 (November 16, 2015): 3–12. http://dx.doi.org/10.1108/jbs-10-2014-0119.
Full textAbstract:
Purpose – Fostering employee engagement in large organizations is a formidable problem that gets even more challenging in a sluggish economy, when the standard lever of monetary incentives are not a viable option for boosting employee engagement and motivation. As the organization gets larger, building emotional connectedness or bonding becomes challenging as teams expand to operate in different time zones. The overwhelming pace of work in the modern workplace can also hamper bonding. Yet emotional connectedness, when present, serves as a catalyst in driving superior performance and employee loyalty. The culture of many large organizations discourages innovation and out-of-the-box thinking because their institutional structures encourage risk aversion. Even though large organizations are best positioned to absorb the ups and downs of intelligent risk-taking, their talent processes enforce conformity, legitimize mediocrity and penalize failed attempts at innovative thinking. Performance appraisals tend to promote employees who take the path of least resistance. Managers, of course, help perpetuate this risk-averse cycle of mediocrity. Either they have been conditioned to think only in a linear fashion or organizational systems perpetuate managerial insecurity at all levels. This insecurity manifests in several ways: managers may take credit for the work performed by a subordinate; shoot down ideas a subordinate may have; or deflect opportunities that a subordinate may get. Survival in such an environment is based on being average and staying within the system. As a result, the spirit of entrepreneurship is lost. The authors designed a creative and playful contest called “Maverick” to tackle employee engagement in large organizations. The contest deeper goals include: shifting culture and behavior, talent discovery, brand building and meaningful engagement. The impact of the program on a broader organizational culture parameters were assessed through a survey. The survey results validate the impact of the program. Design/methodology/approach – The paper develops a conceptual approach that underlies the design of the Maverick program. Surveys were deployed to determine the perceived impact of the program on the broader culture. Findings – The secret ingredient in employee engagement is gaining the “emotional share of wallet” of employees to drive meaningful, enduring organizational change. Emotional wallet share is the sweet spot that lies at the intersection of employees’ skill sets, their aspirations and the value they generate for the organization. Proactively identifying the sweet spot empowers an organization to capture employees’ emotional wallet share to identify enablers and catalysts that can unlock motivation and performance. The survey results indicate that the Maverick contest was perceived to have a positive impact on all the identified attributes. This is a testament to the program’s success as a pivotal driver of a positive organizational culture. Further, it validates that the Maverick contest identifies several levers that leaders can use to positively influence organizational culture. Research limitations/implications – The organizations can adapt the proposed conceptual framework in designing meaningful programs to tackle employee engagement and motivation. Practical implications – The paper provides a meaningful framework to tackle employee engagement in large organizations. The Maverick approach is of interest to leaders of large organizations that are struggling to increase employee engagement with limited resources and that wish to foster creativity to drive innovation. The program offers a compelling way for talented professionals to meaningfully contribute to their organization that is agnostic to their position in the hierarchy. It gives employees the freedom to strive without being paralyzed by fear of failure; the chance to build their personal brand and pride; and a safe environment in which they can question received wisdom and attempt an unconventional approach to problem-solving. It creates a playful environment to bust stress, foster innovation and encourage an entrepreneurial mindset. Originality/value – This paper offers a superior alternative to the standard gamification solutions that are routinely applied to business situations. Gamification mechanics work effectively in roles that are transactional, instead of roles that demand autonomy, mastery and a sense of purpose. Maverick program is designed while being mindful of the intrinsic motivation of the professionals.
38
Et. al., Dian Hafit Syaifullah,. "The Effect Of Employee Engagement And Organizational Citizenship Behavior On The Performance Of Employees Of The Research & Development And Education & Training Agency Of The Ministry Of Religion Of The Republic Of Indonesia." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 5 (April 10, 2021): 1077–84. http://dx.doi.org/10.17762/turcomat.v12i5.1753.
Full textAbstract:
The management of human resources at the Secretariat of the Research and Development and Training Agency (a public organization that is identical to religious values) experiences problems because the importance of employee performance, employee engagement, and organizational behaviour are still below 75. This study aims to determine whether employee engagement and organizational citizenship behaviour positively and significantly impact employee performance. This research finds that employee engagement has a positive and significant impact on employee performance, while organizational citizenship behaviour has a negative and insignificant impact on employee performance. This research supports previous research, which states that employee engagement positively and significantly impacts employee performance. However, this research refutes previous research applied to private organizations, which states that organizational citizenship behaviour has a significant positive impact on employee performance.
39
Praharsyarendra, Octsa Khairus. "Pengaruh Keterlekatan Karyawan dan Budaya Organisasi Terhadap Kinerja Karyawan: Studi Kasus Pada Start-Up Company." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 13, no. 1 (April 27, 2020): 63. http://dx.doi.org/10.20473/jmtt.v13i1.12809.
Full textAbstract:
This study aims to determine the effect of employee engagement and organizational culture on the employee's performance. The data collection method uses the saturating sample that is by giving questionnaires to all employees. The number of respondents who filled out the questionnaire total of 30 people from all work units of the company, who are consisting of staff level to managerial level. The location of this research in PT Top karir Indonesia, Jakarta. The hypothesis testing is using Partial Least Squares (PLS). The results showed that organizational culture had a positive but insignificant effect on employee engagement, in contrast, employee engagement and organization culture has a positive influence on employee performance. The results of this study have implications for new companies or companies that are in the development stage in improving employee performance more effectively through employee engagement and organizational culture.
40
Sharma, Abhishek. "Want Engaged Employees? Encourage Human Resource and Enhance Organizational Connectedness." Australian Journal of Business and Management Research 6, no. 1 (April 2021): 1–12. http://dx.doi.org/10.52283/nswrca.ajbmr.hxnp5021.
Full textAbstract:
Work engagement is not only a "nice-to-have" but has been shown to be linked to various positive outcomes of work, including its proven financial and behavioural gains. The concern regarding employee engagement is increasing, and organizations of the 21st century are looking for every possible way to develop the culture of employee engagement deliberately. In this context, this research introduces employee engagement as a viable method to encourage organizational productivity and examines how perceptions of specific human resource (HR) practices and organizational identification relate to experiences of employee's work engagement. The study data was collected using standard psychometric tools from 75 mid-level managers working in various organizations. Statistical analysis was performed to answer research questions. The results conveyed the significance of applying encouraging human resource practices and demonstrated the positive effect of organization-al identification (OID) on work engagement. HR practices and OID were found instrumental in positively predicting the significant amount of work engagement. By discovering the relationship between HR practices (conditions that organizations can influence easily), organizational identification, and employee engagement, this study relates to the realistic implementation of measures to improve employee engagement and especially emphasises them. As most companies are searching for ways to promote employee engagement, the latest re-search results are of practical importance to HR executives.
41
Varadharajulu, Pavithra, and S. Meenakumari. "The Implication of Internal Social Media on Employee Engagement in IT Companies." Journal of Business Management and Information Systems 4, no. 1 (June 30, 2017): 43–52. http://dx.doi.org/10.48001/jbmis.2017.0401005.
Full textAbstract:
The Internal Social Media is a tool and an opportunity for organizations to examine the implications of social media and to upgrade employee engagement. The usage of internal social media applications enables employees to share the personal and professional information and better communication amongst themselves. Increase in the usage of internal social media in corporates degrades work in an organization. In this context, very little research has been conducted to explore the impact of social media tool on the working structure, supervision and work empowerment amongst the employees. This paper focuses on the relationship between internal social media usage `and employee engagement in IT sector. The population of the study includes employees of IT sector, sample size of this study being 100 employees. This helps in creating a friendly atmosphere among employees to discuss their ideas, thereby exploring employee engagement. The results indicate that socialization tools enhance technologies, increase the effectiveness of organizational commitment and the level of efficiency in employee engagement. The usage of internal social media is also associated with the level of efficiency and innovation, entrepreneurship, communication, and acceptance of change in the organization.
42
Parent, Jane D., and Kathi J. Lovelace. "Employee engagement, positive organizational culture and individual adaptability." On the Horizon 26, no. 3 (September 10, 2018): 206–14. http://dx.doi.org/10.1108/oth-01-2018-0003.
Full textAbstract:
Purpose The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change. Design/methodology/approach The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed. Findings While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations. Research limitations/implications Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes. Practical implications A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt. Originality/value A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.
43
Zulkarnain and Sherry Hadiyani. "Peranan Komitmen Organisasi dan Employee Engagement terhadap Kesiapan Karyawan untuk Berubah." Jurnal Psikologi 41, no. 1 (June 23, 2014): 17. http://dx.doi.org/10.22146/jpsi.6955.
Full textAbstract:
This study had two objectives, the first was to find out the role of organizational commitment and employee engagement to readiness for change. Second was to find out the determinants of readiness for change based on aspects of organizational commitment (i.e., identification, involvement, and loyalty) and dimensions of employee engagement (i.e., organization, leadership, team member, job and individual). Self-administered questionnaires were used to measure the three variables. There were 206 plantation employees involved in this study. The result showed that organizational commitment and employee engagement contributed to employee readiness for change. This study also found two aspects of organizational commitment and two dimensions of employee engagement contributing to employee readiness for change. This study could be the guidelines for the policy makers in implementing policies of better human resources.
Keywords: organizational commitment, employee engagement, readiness for change, plantation employees, human resource
44
Mani, Vijaya. "Analysis of Employee Engagement and its Predictors." International Journal of Human Resource Studies 1, no. 2 (October 21, 2011): 15. http://dx.doi.org/10.5296/ijhrs.v1i2.955.
Full textAbstract:
Employee Engagement has emerged as a critical driver of Business Success today. Engagement has the potential to significantly affect Employee Retention, Productivity, and loyalty. The study attempts to investigate the level of Employee Engagement and its predictors among the Executive level employees of a reputed Banking and Insurance Software Company in Tamil Nadu, India. The research is based on the primary data collected from 200 executives on a number of parameters related to Employee Engagement and its potential predictors. The research concluded that the level of employee engagement in the organization is quite satisfactory. Four Factors namely Employee Welfare, Empowerment, Employee Growth and Interpersonal Relationships were found to be the predictors of Employee Engagements. Key Words: Employee Engagement, Empowerment, Interpersonal relations, Employee Growth, Employee Welfare, Retention
45
Sharma, Naman. "P-O Fit and Employee's Turnover Intentions." International Journal of Human Capital and Information Technology Professionals 10, no. 2 (April 2019): 51–60. http://dx.doi.org/10.4018/ijhcitp.2019040104.
Full textAbstract:
Extant studies have established the relationship between person-organization fit and turnover intentions of employees. However, this article aims further to establish the role of employee engagement as a mediator between these variables. The sample used in the study consists of employees from Indian IT sector and data is analyzed with the help of correlation and regression analysis to test both direct and mediating effects. Results obtained confirm the partial role of employee engagement in mediating the above variables in context of Indian IT sector. The study confirms that person-organization fit affects the decision of employees to stay/not to stay with their organization and also that employees with higher levels of employee engagement would be less likely to leave their employer.
46
Daqar, Mohannad A. M. Abu, and Ahmad K. A. Smoudy. "Employee Engagement Level: The Transform from Employee to Partner." Modern Applied Science 13, no. 7 (June 30, 2019): 115. http://dx.doi.org/10.5539/mas.v13n7p115.
Full textAbstract:
Employee engagement recently has become a hot topic among the consulting firms and in the business press. The purpose of this study was to study and create further understanding of employee’s engagement levels and how to stimulate it to the maximum as long as possible. A survey was completed by 55 employees working in private and governmental organization in Palestine from governmental service, manufacturing, technology, telecommunication, financing and other services like retailer, NGO cultural to generate the output of having a higher employees involvement in the governmental sector rather than the private one due to multiple factors, and having a higher employee engagement in the private sector than the public one due to the more financial and personal recognition they get there. The revealed results stressed that organizations need to recognize employees as assets and customers. Business activities are key parts of the employee lifestyle, so it has a direct impact at his reaction, so if the organization didn’t control these reactions it will be the main drivers for his disengagement. Additionally, the employee engagement level is directly related to the efficiency of work and the overall company performance. The authors recommend adopting employee engagement transforming strategies by the public sector before the private one. Moreover, the study recommends that engagement transforming strategies must be employee-oriented not entity-oriented.
47
Shrestha, Rupa. "Employee Engagement and Organizational Performance of Public Enterprises in Nepal." International Research Journal of Management Science 4 (December 1, 2019): 118–38. http://dx.doi.org/10.3126/irjms.v4i0.27889.
Full textAbstract:
Background: 'Employee Engagement’ has been a considerable topic in the public sector. It is a buzz word that managers think they understand, but face difficulties and challenges while practicing.
Objective: This study aims that employee engagement impacts on organizational performance in some extent. Drawing on theory “Employee Engagement and Higher Work Ethic", (The Gallup Organization, 2013), this study examines the relation between employee engagement and organizational outcome.
Methodology: Based on descriptive analysis, this study consisted officer level employees from Tribhuvan University from 49 campuses and offices as respondents. The data was collected through 115 set of structured questionnaires during last three months of 2075 BS and It used descriptive and inferential statistics tools to analyze the data.
Result: It was hypothesized that the employee engagement was positively related to the organizational performance with liking of work force diversity. It is revealed that majority employees of TU are engaged with work and organization as well. During the analysis, the hypothesis was supported with 0.505r2 (50 percentages). It was also found that explanatory and dependent variables are correlated with 0.696.
Conclusion: It can be concluded that there is significant relation between organizational performance and employee engagement. Employees, who are engaged with jobs can understand social cues among the others thus they can choose the way to improve social skills in order to achieve organizational goals. This study also complies that the relation between employee engagement and performance is diverse as per work force patterns in work place.
Implication: This research stimulates researchers to begin to think about how employee engagement relates to HR and organizational outcome. Public enterprises should always try to make employees engaged and transform not engaged and disengaged employees to engaged ones which ultimately leads to enhance organizational culture.
48
Vunjak, Nenad, Aleksandra Vujko, Miloš Dragosavac, and Tamara Antonijević. "Descriptive statistics in corporate management and employee engagement in rural destinations." Ekonomika poljoprivrede 67, no. 4 (2020): 1087–101. http://dx.doi.org/10.5937/ekopolj2004087v.
Full textAbstract:
Organizations that hope to achieve a competitive advantage through employee engagement will be most successful by incorporating and including employee engagement in the performance management process. Therefore, essence of the performance management must to be convergence to employees and establish communication with each one. The aim of this study was to determine the relationship between employee engagement (assessment of employee competencies and preferences of the engagement mechanisms), and performance management process in rural destinations. In this paper, the assumption is that the employee are more engaged if they feels belonging to the organization and see the value of their work and that this can be achieved through rewards and recognition system and effective communication channels. The research was conducted on 79 employeed in the Fruška Gora National Park, Serbia.
49
Reddy, Dasarapalli Venkata Subba, Vinita Sinha, and Aluri Sriharsha. "To Assess the Factors Affecting Employee Engagement in Organizations during a Crisis." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5162–90. http://dx.doi.org/10.47059/revistageintec.v11i4.2555.
Full textAbstract:
Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through in-depth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee's and the organization's perspectives.
50
Jena, Lalatendu Kesari, and Sajeet Pradhan. "Research and recommendations for employee engagement: revisiting the employee-organization linkage." Development and Learning in Organizations: An International Journal 31, no. 5 (September 4, 2017): 17–19. http://dx.doi.org/10.1108/dlo-02-2017-0012.
Full textAbstract:
Purpose The aim of this paper is to propose a conceptual model of employee engagement that will help employees to contribute toward organizational and societal goals in meaningful ways. Design/methodology/approach This study takes an exploratory viewpoint of employee engagement based on the extant literature and offers a conceptual model of employee engagement and its possible merits. Findings The paper strives to expand our understanding of employee engagement and addresses concerns regarding an apathetic treatment by practitioners. Originality/value The paper draws the attention of both academicians and practitioners by offering a conceptual model that will compel them to rethink the ways employee engagement is considered.