Journal articles: 'Employee engagement'

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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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.

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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.

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Gunaseelan, D., and George Thomas. "Employee’s personal characteristics and their perception on employee engagement: A study on hotel employees." Salud, Ciencia y Tecnología - Serie de Conferencias 3 (June 12, 2024): 891. http://dx.doi.org/10.56294/sctconf2024891.

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Employee engagement is the concept by which an employee’s intellectual and his emotional attachment to work and organization is measured. Employees of the hotels are to be engaged to reduce employee turnover, enhance customer satisfaction and improved business performance that influences the sustainability of the organization in an aggressively competitive market. Data for the research has been collected from a four and five star category hotels at Kolkata which is analyzed for the role of employee’s personal characteristics, on the employee’s perception on engagement. The finding suggest that employee’s level of educational qualification and there gender have great role in their level of organizational engagement. Suggestions has been provided to improve the employee engagement in the study organizations.

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Mohanty, Sourav. "Individualized employee engagement or collaborative employee relations: insights on leadership strategies to manage employees in the UK market." Problems and Perspectives in Management 16, no. 3 (September 7, 2018): 366–76. http://dx.doi.org/10.21511/ppm.16(3).2018.29.

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Leadership can be defined as the ability of an individual to lead or guide other people, teams or organizations. There have been many theories related to this topic including the characteristics of leaders, their situational communication, purpose, performance, authority, vision and mission, charm and presence of mind. The main types of employee engagement discussed in this study are individualized employee engagement and collaborative employee engagement in the context of the UK. This study mainly seeks to investigate the insights of employees and leaders on different leadership strategies to manage employees in the UK-based MNCs. Descriptive and inferential analysis was performed so as to ascertain the influence of two different leadership strategies – Individualized Employee Engagement (IEE) and Collaborative Employee Relations (CER) – on effective employee management. It was validated from findings in this study that employees and leaders both prefer and believe that individualized employee engagement leads to better and effective employee management.

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Taning, Ameilia Harum Khaerani, Justine Tanuwijaya, and Andreas Wahyu Gunawan P. "The Influence of Motivation, Employee Development and Teamwork on Employee Performance through Employee Engagement in Service Industry Employees." Journal La Bisecoman 5, no. 3 (May 30, 2024): 365–73. http://dx.doi.org/10.37899/journallabisecoman.v5i3.1174.

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Objective: to analyze the influence of motivation, employee development and teamwork on employee performance through employee engagement in service industry employees. Research Method: The type of research method used in this research is descriptive quantitative with a cross sectional design using a questionnaire. The research sample was selected using convenience sampling and snowball sampling methods with a total of 120 respondents consisting of service industry employees in Jakarta and Kalimantan. Data analysis used to test the hypothesis uses Structural Equation Model (SEM) with the software used is SMART-PLS 3 to test direct effects, and SMARTPLS 3.0 Bootstrapping to test indirect effects. Research Results: Motivation, employee development and teamwork have a positive effect on employee engagement. Employee development, teamwork and employee engagement have a positive effect on employee performance. Motivation has a negative effect on employee performance. Employee development has no effect on employee performance through employee engagement. Motivation and teamwork influence employee performance through employee engagement. Managerial Implications: Evaluation material for companies in the service sector that want to improve employee performance by increasing employee motivation, employee development, teamwork and employee engagement.

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Kunerth, Bernard, and Richard Mosley. "Applying employer brand management to employee engagement." Strategic HR Review 10, no. 3 (April 19, 2011): 19–26. http://dx.doi.org/10.1108/14754391111121874.

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Yadav, Archana. "Employee Retention and Employee Engagement." International Journal of Management 08, no. 02 (2020): 47–52. http://dx.doi.org/10.35620/ijm.2020.8202.

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S, Niranjan, and Prof Mary Thomas. "The Impact of Employee Engagement on Employee Loyalty." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 324–31. http://dx.doi.org/10.31142/ijtsrd10914.

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Kosaka, Daisuke, and Hidenori Sato. "Employee engagement and work engagement." Annals of Business Administrative Science 19, no. 6 (December 15, 2020): 227–39. http://dx.doi.org/10.7880/abas.0200911a.

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Davies, Gary, Melisa Mete, and Susan Whelan. "When employer brand image aids employee satisfaction and engagement." Journal of Organizational Effectiveness: People and Performance 5, no. 1 (March 12, 2018): 64–80. http://dx.doi.org/10.1108/joepp-03-2017-0028.

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Purpose The purpose of this paper is to test whether employee characteristics (age, gender, role and experience) influence the effects of employer brand image, for warmth and competence, on employee satisfaction and engagement. Design/methodology/approach Members of the public were surveyed as to their satisfaction and engagement with their employer and their view of their employer brand image. Half were asked to evaluate their employer’s “warmth” and half its “competence”. The influence of employee characteristics was tested on a “base model” linking employer image to satisfaction and engagement using a mediated moderation model. Findings The base model proved valid; satisfaction partially mediates the influence of employer brand image on engagement. Age, experience gender, and whether the role involved customer contact moderate both the influence of the employer brand image and of satisfaction on engagement. Practical implications Engagement varies with employee characteristics, and both segmenting employees and promoting the employer brand image differentially to specific groups are ways to counter this effect. Originality/value The contexts in which employer brand image can influence employees in general and specific groups of employees in particular are not well understood. This is the first empirical study of the influence of employer brand image on employee engagement and one of few that considers the application of employee segmentation.

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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.

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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

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Anindita, Rina, and Adventia Emilia Seda. "How employee engagement mediates the influence of individual factors toward organizational commitment." Problems and Perspectives in Management 16, no. 1 (March 15, 2018): 276–83. http://dx.doi.org/10.21511/ppm.16(1).2018.27.

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Employee engagement affects the Employer Commitment which has influence on the expression desired by someone in relation to their professional attitude, connecting the work with personal life for psychological, cognitive, emotional, and their personal feelings as a whole, so that employees engagement towards a company will drive the employees’ performance. This is proved by the previous studies, but they have not included individual factors as the force that forms employee engagement or organizational commitment, specifically because seeing how the consequences of employee engagement produced. In this study, the authors consider the influence of individual factors towards organizational commitment mediated by employee engagement, which distinguishes this study from the previous ones. The objectives of this study are: first, to discover how individual factors affect employee engagement; second, to find out how employee engagement affects Organizational Commitment of employees; Third, to discover how individual factors affect organizational commitment. This study is conducted among the respondents all of whom are employees within MICE industry in Indonesia using questionnaire. Data analysis in was performed this study using Structural Equation Modeling (SEM) method. The results of this study show that high individual factors will form high employee engagement, high employee engagement will form high organizational commitment, and high individual factors will form high organizational commitment. In this study, it is found that there is an influence of individual factors towards organizational commitment mediated by employee engagement.

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Pradita, Yossy Eka, Sri Wahyu Lelly Hana Setyanti, and Ana Mufidah. "The Influence of Employer Branding and Employee Value Proposition on Employee Retention with Employee Engagement as Mediation." International Journal of Scientific Research and Management (IJSRM) 12, no. 05 (May 23, 2024): 6449–63. http://dx.doi.org/10.18535/ijsrm/v12i05.em15.

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Human resources are the most important aspect in carrying out management activities. In order to realize this, an employee retention level is needed in an organization. This research aims to test and analyze whether, Employee Value Proposition, and Employee Engagement have a significant effect on Employee Retention, as well as whether Employee Engagement can mediate the influence between Employer Branding and Employee Value Proposition on Employee Retention. The total population in this study was 47 respondents with a total sample taken using saturated sampling of 42 respondents, because there were several employees who were continuing their education. The respondents in the sample were employees of the Bank Indonesia Jember Regional Representative Office with permanent employee status. The type of data used is quantitative qualitative data. The data source used is primary data, where this data is obtained from the results of respondents' direct answers through research questionnaires and interviews. The data analysis method used in this research is Path Analysis with the help of IBM SPSS Statistics 26.0 software. The results of this research show that Employer Branding, Employee Value Proposition, and Employee Engagement have a significant effect on Employee Retention, and Employee Engagement can mediate the influence between Employer Branding and Employee Value Proposition on Employee Retention.

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Aanchal and Heena Atwal. "Perceived Employer Branding, Employee Engagement and Employee Outcomes: A Proposed Mediation Model." Colombo Business Journal 14, no. 2 (December 28, 2023): 32–56. http://dx.doi.org/10.4038/cbj.v14i2.156.

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This paper develops a conceptual framework to understand the relationship between perceived employer branding, employee engagement, and desirable attitudinal and behavioural outcomes. This conceptual framework proposes employee engagement as a mediator between perceived employer branding and different attitudes and behaviours such as job satisfaction, organisational commitment, turnover intention, task performance, and organisational citizenship behaviour in accordance with social exchange theory and the job-demand resources model. The paper expanded the research on employer branding by presenting a comprehensive framework incorporating engagement as a mediator between perceived employer branding and several new outcome variables, namely, job satisfaction, turnover intention, and task performance. With this comprehensive conceptual framework, a foundation has been laid for future researchers to verify the relationship between these constructs empirically. Further, implications have been suggested for organisations in designing their human resource policies and practices.

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Sukmawati, Aida, and Mohammad Hubeis. "UNLOCKING ENGAGEMENT: EXPLORING COMPENSATION, LEADERSHIP STYLE, AND EMPLOYEE ENGAGEMENT DYNAMICS." Global Multidisciplinary Journal 02, no. 05 (May 1, 2023): 01–07. http://dx.doi.org/10.55640/gmj-abc116.

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"Unlocking Engagement: Exploring Compensation, Leadership Style, and Employee Engagement Dynamics" delves into the intricate relationship between compensation, leadership style, and employee engagement within organizational settings. Drawing upon empirical research and theoretical frameworks, this study investigates how these factors intersect and influence the overall engagement levels of employees. Through a comprehensive analysis, it uncovers key insights into the mechanisms that drive employee engagement, shedding light on strategies for optimizing organizational performance and fostering a thriving work environment.

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Hasan, Halid. "Effect of organizational culture on organizational learning, employee engagement, and employee performance: Study of banking employees in Indonesia." Problems and Perspectives in Management 21, no. 3 (September 4, 2023): 471–82. http://dx.doi.org/10.21511/ppm.21(3).2023.38.

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Banking institutions are still interesting to study, as are the problems of their employees. If, in the past, organizational culture was an ideology that was difficult to change, now it is possible to change it due to various economic, social, and political upheavals. This study aims to examine the effect of organizational culture on organizational learning, employee engagement, and employee performance in the banking sphere of Indonesia, involving 215 cashiers, customer service staff, and security guards. Data were analyzed for direct and indirect effects using SEM PLS, with organizational culture as an independent and organizational learning, employee engagement, and employee performance as dependent variables. It was found that organizational culture indirectly affects employee performance through organizational learning and employee engagement, which produced the most significant effect. This serves as evidence that the administration of personnel in the banking sector must be carried out comprehensively, taking into account the needs of employees and adjusting to organizational needs and capabilities. This study can serve as a valuable point of reference for similar research by providing variations to respondents based on age, bearing in mind that the requirements of employees in the current generation are different from previous generations.

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Alzoraiki, Mohammed, Mahmoud Merza, Ali Ateeq, and Marwan Milhem. "The mediating role of employee engagement in the relationship between recruitment & selection and employee retention at the National Bank of Bahrain." Banks and Bank Systems 19, no. 4 (December 3, 2024): 84–95. https://doi.org/10.21511/bbs.19(4).2024.07.

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Employee retention is a critical challenge in the banking sector, with high turnover rates leading to significant costs and operational disruptions. This study investigates the mediating role of employee engagement in the relationship between recruitment and selection practices and employee retention at the National Bank of Bahrain (NBB). A quantitative cross-sectional survey approach was employed, with data collected from a random sample of 257 NBB employees across various departments and hierarchical levels. The study utilized structural equation modeling via SmartPLS to analyze the data. Results indicate that recruitment and selection practices significantly influence employee engagement (β = 0.861, p &lt; 0.000) and employee retention (β = 0.455, p &lt; 0.006). Moreover, employee engagement was found to have a significant positive effect on employee retention (β = 0.406, p &lt; 0.018). Notably, the study reveals a significant indirect effect of recruitment and selection on employee retention through employee engagement (β = 0.35, p &lt; 0.019), confirming the mediating role of employee engagement. These findings emphasize the importance of strategic recruitment and selection practices in fostering employee engagement and enhancing retention rates. The study significantly contributes to the literature on human resource management in the banking sector, providing a deeper understanding of employee engagement’s role in retention and offering practical implications for organizations seeking to improve their talent management strategies and reduce turnover.

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Mishra, Karen, Lois Boynton, and Aneil Mishra. "Driving Employee Engagement." International Journal of Business Communication 51, no. 2 (March 23, 2014): 183–202. http://dx.doi.org/10.1177/2329488414525399.

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Townsend, Patrick, and Joan Gebhardt. "Employee engagement – completely." Human Resource Management International Digest 16, no. 3 (April 25, 2008): 22–24. http://dx.doi.org/10.1108/09670730810869529.

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Ali, Bayad Jamal, and Govand Anwar. "Work Engagement: How Does Employee Work Engagement influence Employee Satisfaction?" International Journal of Advanced Engineering, Management and Science 7, no. 6 (2021): 10–21. http://dx.doi.org/10.22161/ijaems.76.2.

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Qomari, Nurul, and Tine Yuliantini. "The Role of Employee Engagement in Mediating Organizational Culture on Employee Performance." Jurnal Ilmiah Manajemen dan Bisnis 10, no. 3 (December 4, 2024): 327. https://doi.org/10.22441/jimb.v10i3.27799.

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The aim of this research is to explore the impact of organizational culture on employee engagement, the impact of organizational culture on employee performance, the impact of employee engagement on employee performance, and the impact of employee engagement on organizational culture. The study utilized a causal research design that aligns with its objectives. The research sample consisted of 115 employees. The data analysis technique employed is SEM PLS (Structural Equation Modelling with Partial Least Squares). The results of the analysis show the impact of organizational culture on employee engagement. Organizational culture also has an impact on employee performance. Employee engagement also affects employee performance. In addition, employee engagement serves as a link between organizational culture and worker performance. These results underscore the significance of corporate culture in improving employee involvement and productivity. A robust and optimistic organizational culture leads to higher employee engagement and better performance. Employee engagement plays a crucial role in linking organizational culture with employee performance. This means that a good organizational culture can directly improve employee performance, as well as through increased employee engagement. Therefore, organizations aiming to improve employee performance should focus on developing a supportive and empowering organizational culture while promoting higher levels of engagement among employees.

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Alarifi, Alhanouf, and Jannat Al-Abbasi. "Employee Engagement: The Underlying Factors." International Journal of Psychosocial Rehabilitation 24, Special Issue 1 (February 28, 2020): 59–67. http://dx.doi.org/10.37200/ijpr/v24sp1/pr201134.

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Dr. C. Swarnalatha, Dr C. Swarnalatha, and T. S. Prasanna T. S. Prasanna. "Performance Management and Employee Engagement." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T.S. PRASANNA. "Employee Engagement: A Theoritical View." International Journal of Scientific Research 2, no. 8 (June 1, 2012): 259–62. http://dx.doi.org/10.15373/22778179/aug2013/95.

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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T.S. PRASANNA. "Employee Engagement and Job Satisfaction." International Journal of Scientific Research 3, no. 5 (June 1, 2012): 339–40. http://dx.doi.org/10.15373/22778179/may2014/106.

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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T.S. PRASANNA. "Leadership Style and Employee Engagement." International Journal of Scientific Research 3, no. 4 (June 1, 2012): 259–61. http://dx.doi.org/10.15373/22778179/apr2014/90.

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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 10, no. 1 (March 2, 2018): 228. http://dx.doi.org/10.26417/ejes.v10i1.p228-235.

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Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score), which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.

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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 4, no. 1 (April 1, 2018): 221–27. http://dx.doi.org/10.2478/ejes-2018-0024.

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Abstract Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score)1, which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.

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Himawaty, Rizka, and Widodo. "PERAN EMPLOYEE ENGAGEMENT TERHADAP EMPLOYEE PERFORMANCE." JWM (JURNAL WAWASAN MANAJEMEN) 10, no. 3 (October 2, 2022): 167–77. http://dx.doi.org/10.20527/jwm.v10i3.221.

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This study aims to measure the role of Employee Engagement as a mediation of the influence of Work Conditions and Professional Identity, so as to increase Employee Performance. The research analysis unit is located in one of the bureaus at the Police Agency in Central Java. The type of research in this study is in the form of Explanatory Research, with the number of samples based on the census method, which means that there are 57 respondents. The analytical tool used in this study is Structural Equation Modeling (SEM) with the SmartPLS (Partial Least Square) Student Version application. The results of this study indicate a significant positive effect between Work Conditions on Employee Engagement, Work Conditions on Employee Performance, Professional Identity on Employee Engagement, Professional Identity on Employee Performance and Employee Engagement on Employee Performance. In addition, Employee Engagement can mediate the influence of Professional Identity on Employee Performance, while Employee Engagement cannot mediate the influence of Professional Identity on Employee Performance.

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Harmen, Hilma, and Wahyu Sunjaya. "STRES KERJA DAN ABILITY OF EMPLOYEES PENGARUHNYA TERHADAP EMPLOYEE ENGAGEMENT." Niagawan 11, no. 2 (July 2, 2022): 189. http://dx.doi.org/10.24114/niaga.v11i2.35378.

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Artikel ini menganalisis pengaruh Stress Kerja dan Ability of Employees terhadap Employee Engagement pada Kantor Perwakilan BKKBN Provinsi Sumatera Utara. Sampel terdiri daridelapan puluh tiga orang yaitu seluruh karyawan perusahaan dari berbagai unit kerja dengan teknik sampel total sampling. Pengumpulan data dilakukan dengan menyebarkan kuesioner kepada responden kemudian diolah dengan menggunakan analisis regresi berganda. Ditemukan bahwa Stres Kerja berpengaruh negatif terhadap Employee Engagement, sebaliknya ability of employees berpengaruh positif terhadap employee engagement. Secara simultan stress kerja dan ability of employees berpengaruh terhadap employee engagement.Untuk meningkatkan Employee Engagement di Kantor Perwakilan BKKBN Provinsi Sumatera Utara diberikan beberapa saran dalam artikel ini.

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Špoljarić, Anja, and Ana Tkalac Verčič. "Internal communication satisfaction and employee engagement as determinants of the employer brand." Journal of Communication Management 26, no. 1 (October 1, 2021): 130–48. http://dx.doi.org/10.1108/jcom-01-2021-0011.

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PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.

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Jampala, Swathi. "Employee Engagement among IT Employees during COVID-19." International Journal of Innovative Research in Engineering & Multidisciplinary Physical Sciences 9, no. 5 (September 10, 2021): 1. http://dx.doi.org/10.37082/ijirmps.2021.v09si05.009.

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Drake, Julie, Joanne Blake, and Wayne Swallow. "Employer engagement: the critical role of employee commitment." Education + Training 51, no. 1 (February 13, 2009): 23–42. http://dx.doi.org/10.1108/00400910910931814.

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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.

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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.

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Hashim, Raemah Abdullah, and Mohamad Azlan Mohamad Nor. "Employer branding and employee engagement of furniture retailer in Klang Valley." SHS Web of Conferences 56 (2018): 02003. http://dx.doi.org/10.1051/shsconf/20185602003.

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The paper discussed on the relationship between employer branding and employee engagement among employees in selected furniture retailers in Malaysia. This study also looks into the state of employees’ engagement and gender differences in their engagement towards their organization. Furniture retailing falls under the retail trade industry that contributed about RM35.7 billion to Malaysia GDP in 2017 with expected growth of 8.7 percent. However, the industry suffers an average yearly employee turnover rate of 13 percent. Amid this high turnover, the raising question is can popularity of employers’ branding can result in employee engagement leading to their retention in the organisation. 350 respondents were chosen randomly and 120 (30%) respondents had given feedback on the personally administered questionnaires. The result revealed that there is significant relationship between employer branding and employee engagement. The study also indicated that work challenging is the most important variable which led to drive the employee engagement. Consequently, there is significant difference between male and female in terms of engagement. Organisation, hence may consider leveraging employee engagement which may lead to retaining their employees. Future research may consider researchers to pursue a longitudinal method of research design across a variety of firm-sizes and industries that would be more significant in making generalizations.

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Jena, Lalatendu Kesari, Pratishtha Bhattacharyya, and Sajeet Pradhan. "Employee Engagement and Affective Organizational Commitment: Mediating Role of Employee Voice among Indian Service Sector Employees." Vision: The Journal of Business Perspective 21, no. 4 (October 9, 2017): 356–66. http://dx.doi.org/10.1177/0972262917733170.

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Several studies have conceptualized and tested the relationship between employee engagement and affective organizational commitment. Yet, the mediating mechanism that explains the association between these two constructs was rarely investigated. This article attempts to test the indirect effect of employee voice on employee engagement—affective organizational commitment linkage by drawing responses from 301 executives working in Indian service sector. The finding of the study reported employee voice mediating the association of employee engagement and affective organizational commitment. In conclusion, the implications, limitations of the study and scope for future research are discussed.

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Wang, Dan-Shang, and Chia-Chun Hsieh. "The effect of authentic leadership on employee trust and employee engagement." Social Behavior and Personality: an international journal 41, no. 4 (May 1, 2013): 613–24. http://dx.doi.org/10.2224/sbp.2013.41.4.613.

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In this study we examined the effect of authentic leadership on employee engagement through employee trust. We collected data from 386 employees in the top 1,000 manufacturing companies and the top 500 service companies in Taiwan. Hierarchical multiple regression was employed to test the hypotheses. The results showed that both supervisors' consistency between words and actions as well as their moral perceptions are positively related to employee engagement, while only supervisors' consistency between words and actions is positively related to employee trust. Moreover, employee trust was shown to be positively related to employee engagement. Finally, employee trust was found to have a partial mediating effect between authentic leadership and employee engagement.

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Maqfirah, Siti, M. Shabri Abd Majid, and Teuku Roli Ilhamsyah Putra. "The Influence of Talent Management And Employer Branding on Employee Retention with Employee Engagement as a Mediating Variable at Prima Inti Medika Hospital North Aceh." International Journal of Scientific Research and Management (IJSRM) 12, no. 07 (July 2, 2024): 6770–78. http://dx.doi.org/10.18535/ijsrm/v12i07.em06.

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The purpose of this study is to examine how talent management and employer branding impact employee retention, focusing on the role of employee engagement. The study involved 168 participants, who were all employees of Prima Inti Medika Hospital in North Aceh. Data was collected through questionnaires and analyzed using Structural Equation Modeling (SEM) with AMOS, as well as the Sobel Test. The results indicate that neither talent management nor employer branding directly and significantly affects employee retention. However, both talent management and employer branding do significantly influence employee engagement. Additionally, employee engagement has a noteworthy impact on employee retention. These findings suggest that talent management and employer branding indirectly affect employee retention through their influence on employee engagement. To improve employee retention, it is recommended that the management of Prima Inti Medika Hospital, North Aceh, focuses on promoting positive relationships, mutual support, and motivation among colleagues to enhance performance and reduce turnover intentions.

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Haryono, Siswoyo. "The Mediating Role of Work Satisfaction on the Effect of Organizational Justice on Employee Engagement." Advances in Social Sciences Research Journal 8, no. 8 (August 22, 2021): 196–207. http://dx.doi.org/10.14738/assrj.88.10660.

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This research evaluates the mediation role of job satisfaction on the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The population of temporary employees at Universitas Muhammadiyah Yogyakarta is 213, and the sample was 70. The analysis employed Smart PLS 3.0. The results show that organizational justice affects job satisfaction, and job satisfaction significantly affects employee engagement. Job satisfaction has a mediation role in the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The benefit of the research is that improving employee engagement would be adequate by increasing both job satisfaction and organizational justice.

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S, Yashaswini. "Factors Influencing Employee Engagement on Employee Performance." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 07, no. 09 (September 1, 2023): 1–11. http://dx.doi.org/10.55041/ijsrem25613.

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Employee engagement is the level of responsibility and participation that employee has in their organization. Work engagement refers to the characteristics that enable a person to work with passion, energy, fixation, and devotedness, commit themselves to work, and attain their maximum potential. The study examines the strong relationship between employee and employer in the organization. To test the level of employee engagement at company. The study tested the influence between employee work experience and Relationship between Employee and Employer as well as the engagement level. The findings of the two-tailed Pearson correlation test indicate a positive correlation. KEYWORDS: Employee engagement, Performance, Employee, Potential, Employer.

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Alonderienė, Raimonda, and Julija Urbelė. "The Impact of Internal Employer Branding on Employee Engagement and Retention." Management of Organizations: Systematic Research 91, no. 1 (June 1, 2024): 1–22. https://doi.org/10.2478/mosr-2024-0001.

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Abstract The goal of this research is to identify the impact of IEB on employee engagement and retention in IT companies. The quantitative research involved 203 IT professionals. The significant relationship between IEB, employee engagement, employee retention and social identity was revealed. The study showed that employee engagement is mostly affected by the following dimensions of IEB: organizational values, rewards and recognition, while in addition, internal communication has a positive effect on employee retention.

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Journal articles on the topic 'Employee engagement'

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