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Journal articles on the topic 'Employee engagement'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

G, Santhoshkumar, Jayanthy S, and Velanganni R. "Employee Engagement." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (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 (2011): 328–29. http://dx.doi.org/10.15373/2249555x/may2014/97.

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3

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 (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

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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 (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 modera

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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 (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 ret

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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 (2019): 176–99. http://dx.doi.org/10.1080/1062726x.2019.1704288.

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7

Fernandez, Claudia Plaisted. "Employee Engagement." Journal of Public Health Management and Practice 13, no. 5 (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 (2012): 31–43. http://dx.doi.org/10.1177/0258042x1103700104.

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9

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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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (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

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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

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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 (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 ma

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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 (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

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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 (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 softwa

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Rio Mattajang. "Employee Retention Strategy Based on Employee Engagement in Retaining High Performing Employees." Dalihan Na Tolu: Jurnal Hukum, Politik dan Komunikasi Indonesia 2, no. 02 (2022): 74–81. https://doi.org/10.58471/dalihannatolu.v2i02.559.

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Employee engagement has been widely recognized as a key factor in retaining competent and high-performing employees in organizations. This research aims to explore and analyze employee retention strategies that focus on employee engagement in the work environment. This research uses a qualitative approach with descriptive methods. The research results show that implementing strategies to increase employee retention based on employee engagement has a positive impact on employee loyalty to the company. It was found that solid orientation, positive company culture, listening to employee feedback,

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16

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

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17

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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Archana, Yadav. "Employee Retention and Employee Engagement." MERC Global's International Journal of Management 8, no. 2 (2020): 47–52. https://doi.org/10.35620/IJM.2020.8202.

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This article aims to study the relationship between high employee engagement and employee retention. The study was conducted in October 2018, on NTPC Ltd. which is the largest power plant in India. Annual Report of NTPC Ltd. in the year 2016-17 reflected the total employee strength of the Company (including JVs/subsidiaries) was 22,124 as of 31.3.2017 against 23,133 as of 31.3.2016.  NTPC Ltd. has the lowest attrition rate in the industry, the attrition rate of the NTPC executives was 1.05%. and 0.93%  in the year 2016-17, 2015-16 respectively as reported in the annual reports for th

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19

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 (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 engagem

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20

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

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21

Shailashri, V. T., and Shenoy Sureka. "Innovation a Key Towards Employee Engagement." International Journal of Management, Technology, and Social Sciences (IJMTS) 1, no. 1 (2017): 43–47. https://doi.org/10.5281/zenodo.582291.

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Every company wants to succeed in capturing the market and maximizing the profit. With the changes in technology and increase in globalization the world has become a village which leads to high competition and complexity in performance of work. If an organization has to sustain in business they need to change according to times and become proactive. To meet the pace of change in the society the organization should create a atmosphere of innovation in the organization .Innovation comes when there is freedom of thought, and constant encouragement from the top management. As companies are not onl

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22

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 (2018): 324–31. http://dx.doi.org/10.31142/ijtsrd10914.

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23

Keerthivasan, Mr V., and Ms R. Shivani. "A Study on Employee Engagement towards Employee Perspective." International Journal of Research Publication and Reviews 6, no. 4 (2025): 12196–99. https://doi.org/10.55248/gengpi.6.0425.15164.

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24

Adhihusada, Christophorus Kevin, and Andreas Wahyu Gunawan. "The Effect of Employee Satisfaction on Employee Performance with Employee Loyalty and Employee Engagement as Mediating Variables in Manufacturing Sector Employees in Jabodetabek." Dinasti International Journal of Management Science 6, no. 3 (2025): 469–84. https://doi.org/10.38035/dijms.v6i3.4138.

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This study aims to analyze the effect of Employee Satisfaction on Employee Performance, mediated by Employee Loyalty and Employee Engagement, among manufacturing sector employees in Jakarta. Data were collected from 266 respondents using purposive sampling. Descriptive statistics and hypothesis testing were conducted using AMOS software version 26. The results indicate that Employee Satisfaction positively influences Employee Loyalty, Employee Engagement, and Employee Performance. Additionally, Employee Loyalty and Employee Engagement both positively influence Employee Performance. Regarding i

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25

Mani, Vijaya. "Analysis of Employee Engagement and its Predictors." International Journal of Human Resource Studies 1, no. 2 (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 t

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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 (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.

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27

Dr., Dipti Tulpule, Aparajita Dasgupta Amist Dr., Prashant Chougule Prof, and Mansi Jain Prof. "Employee Engagement: Reward Recognitions and Stewardship Program at Kohler Power Company (India)." International Journal of Multidisciplinary Research and Analysis 04, no. 06 (2021): 712–19. https://doi.org/10.47191/ijmra/v4-i6-05.

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Employee engagement is the level of commitment and involvement an employee exhibits towards his/ her organization and its values. An engaged employee is aware of the 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 scope, richness & depth of the association of a person with the organization. Employee engagement is a multidimen

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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 (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

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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 (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 presen

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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 (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

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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 (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 cu

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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 (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

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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 (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. Re

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Mishra, Karen, Lois Boynton, and Aneil Mishra. "Driving Employee Engagement." International Journal of Business Communication 51, no. 2 (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 (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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Alarifi, Alhanouf, and Jannat Al-Abbasi. "Employee Engagement: The Underlying Factors." International Journal of Psychosocial Rehabilitation 24, Special Issue 1 (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 (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 (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 (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 (2012): 259–61. http://dx.doi.org/10.15373/22778179/apr2014/90.

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Himawaty, Rizka, and Widodo. "PERAN EMPLOYEE ENGAGEMENT TERHADAP EMPLOYEE PERFORMANCE." JWM (JURNAL WAWASAN MANAJEMEN) 10, no. 3 (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 r

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Harmen, Hilma, and Wahyu Sunjaya. "STRES KERJA DAN ABILITY OF EMPLOYEES PENGARUHNYA TERHADAP EMPLOYEE ENGAGEMENT." Niagawan 11, no. 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 sim

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44

Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 10, no. 1 (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 program

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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 4, no. 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 developmen

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46

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 (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/

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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 (2021): 1. http://dx.doi.org/10.37082/ijirmps.2021.v09si05.009.

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48

Drake, Julie, Joanne Blake, and Wayne Swallow. "Employer engagement: the critical role of employee commitment." Education + Training 51, no. 1 (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 (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 di

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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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Abstract:

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 employ

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