Academic literature on the topic 'Employee experience'

The global reset after the pandemic has changed the work aspirations of employees across industries and brought an unprecedented focus on employees’ experiences at work. Numerous studies have reported that increasing employee disengagement at work has ripple effects on business outcomes. Thus, providing valuable work experience to improve engagement at work has been a central theme of recruiters’ employee value proposition. In this article, we discussed online social media storytelling as a third-party employer branding practice and analysed the work experiences shared by employees via LinkedIn and Facebook posts. Through the content analysis of LinkedIn and Facebook posts, we discern Associated Pride, Nourishing Culture and Inclusive Explorations as the three key aspects of employee experience as perceived by the employees. This article contributes to the literature related to the emerging aspects of employee experiences and the potential dimensions of a compelling employee value proposition.

Experimental organizations must rebuild their people management practices in accommodating multi-generational workforces. The idea of keeping employee experience as a central theme in strategy making has a positive impact on business performance in many ways. The main purpose of this article is to explore the concept of employee experience in the current HR context and identify its drivers and key outcomes. The study considered the four-phase research process: the physical space; the human experience; and the digital realm are the three important dimensions of employee experience. Top management in association with the new HR approach to set the tone and stage for a positive employee experience, not only increases employee satisfaction and productivity, but also engages the multi-generational workforce, competitive advantage, and sustainable growth. The scope for the further study could include the quantitative testing of the developed design, in addition to looking more in depth of the antecedents and consequences of a positive employee experience.

This study’s purpose is to examine the effect of employee experience on job satisfaction, psychological well-being, and organizational commitment among corporate employees, with a specific focus on three factors: physical, technological, and cultural experiences. Given the growing importance of mental health management for employees, the study investigates the relationship between employee experience and mental toughness. A structural equation modeling research model was designed, and data were collected through a survey of 534 Korean employees. The analysis results show that cultural and physical experiences have a significant impact on organizational commitment, while technological experience does not have a significant impact. Furthermore, the study identifies that employee experience positively effects organizational commitment through job satisfaction and psychological well-being as mediators. It also reveals that the effect of employee experience on organizational commitment varies depending on the level of mental toughness. The findings suggest that managing employee experience can increase organizational commitment by improving job satisfaction and psychological well-being. Therefore, it is essential to be aware of individual mental toughness and its development. Hence this study highlights the importance of considering the physical, technological, and cultural experiences of employees in enhancing their well-being and commitment to the organization.

Employees are key to an organisation's success. While traditional models prioritise customers and shareholders, we now recognise the importance of valuing employees as well. This article describes how service design principles and methods can be applied to shape the employee experience, discusses the role of leadership in the employee journey, and lists three cases in which companies focussed on the experience of the staff, not only of customers. We aim to identify methods for holistic employee experiences, enhancing engagement, productivity and satisfaction, whilst still supporting the organisation's long-term sustainability and competitiveness.

Purpose: This research aims to study the impact of three drivers of employee experience (cultural environment, technological environment, and physical environment) toward employee performance. Theoretical framework: This study will focus on association between various drivers of the employee experience which support in enhancing employee performance at the workplace. This study integrates ACE technology, COOL physical spaces, and CELEBRATED culture as the three categories of employee experience that was constructed by Morgan (2017), while the three aspects of employee performance (task, adaptive, and contextual performance) are based on Pradhan & Jena (2017). Design/methodology/approach: This study was designed by using quantitative approach. The study sample size is 201. The sampling method is using simple random sampling. The collected data was used to examine the model by using the Structural Equation Modeling-Partial Least Squares (SEM-PLS). Findings: The empirical findings have demonstrated that the proposed research framework shows that there is positive significant effect of cultural environment on employee performance. The finding also shows that there is no effect of physical environment and technological environment on employee performance. Research, Practical & Social implications: This study is beneficial for the leaders to focus on the important drivers of employee experience that impact on employee performance. In short term, this organization needs to focus on cultural environment instead of physical environment and technological environment in order to increase the employee experience. In long term, this organization need to analyze whether employee expectation about physical and technological environment already meet their expectation. Originality/value: It is not all employee experience drivers (cultural environment, technological environment, and physical environment) has impact toward employee performance.

Purpose: The purpose of the study is to identify instruments for shaping positive employee experience in hybrid and remote working environments. The following research questions were formulated: Can the experience modules – sensory, emotional, intellectual, behavioural and relational – be used to explore the possibility of shaping the positive employee experience of hybrid and remote employees? Using the experience modules, can the supervisor shape the positive experience of hybrid and remote employees?, Are there differences between the possibility of shaping the positive experience of hybrid and remote employees? Design/methodology/approach: A critical analysis of the literature, a diagnostic survey method and a statistical method were used to answer the researcher's questions. The subject of the study is instruments for shaping a positive employee experience in hybrid and remote working environments. Findings: The results of the study confirmed that the sensory, emotional, intellectual, behavioural and relational experience modules can be used as instruments to shape positive hybrid and remote employee experience. They also showed differences in the assessment of the applicability of the different instruments to hybrid and remote employees. Research limitations/implications: A limitation of the study is the non-random sampling and the small number of respondents. However, despite these limitations, the study may inspire further in-depth research into the (digital) employee experience issue. Practical implications: On the basis of the study conducted, recommendations of a practical nature can be made regarding the possibilities of shaping a positive employee experience for hybrid and remote employees. The proposed catalogue of instruments may be useful to those in managerial roles who recognise the need to shape the employee experience of hybrid and remote employees. Managers should be aware of the importance of positive employee experiences for human resource management practice, especially for attracting valuable employees, retaining and developing them, motivating them to work and increasing their commitment. Originality/value: The issue of employee experience is relatively new and rarely addressed by researchers in Poland. The study extended the research on employee experience to hybrid and remote employees. The results obtained contribute to the literature on employee experience, hybrid working and remote working. They provide a better understanding of the differences regarding the possibilities for shaping the employee experience of hybrid and remote employees. They can be of value to both theoreticians and practitioners of human resource management. Keywords: employee experience, digital employee experience, hybrid work, remote work. Category of the paper: Research paper.