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1 – 10 of over 48000
Article
Publication date: 25 November 2013

Jenny Merry

The purpose of this paper is to highlight the key trends in the levels and drivers of employee engagement over the past 12 months. It proposes some key steps for HR professionals…

3672

Abstract

Purpose

The purpose of this paper is to highlight the key trends in the levels and drivers of employee engagement over the past 12 months. It proposes some key steps for HR professionals to take in helping leaders to keep focused on those issues that will make the biggest difference to employee motivation.

Design/methodology/approach

The paper is based on Aon Hewitt's definition and model of employee engagement and the most recent analysis of trends from its database of more than 7,000 organizations representing 18.6 million employees. A subset of this database is the “Best Employer” group of companies, which includes organizations that have passed thresholds after analysis of employee engagement scores, HR practices, CEO interviews and financial performance.

Findings

Engaging the right employees in demonstrating the right behaviors remains a critical ingredient for companies looking to raise performance levels in today's challenging economic conditions. Global engagement levels have increased slightly over the past year but four out of ten employees are still not engaged. There are some key areas to focus on in terms of action that have been proven to make a difference in organizations with high levels of engagement.

Originality/value

HR can play an important role in ensuring that organizations keep focused on those aspects of the work environment that can make the biggest difference to employee engagement and business performance. The function's added value comes through support and guidance with engagement driver areas, such as career development, rewards, recognition and pay, and also in terms of securing return on organizational investment in employee research by making sure engagement is not just seen as the “annual survey”.

Details

Strategic HR Review, vol. 13 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 1 June 2002

Fred Luthans and Suzanne J. Peterson

Although technology still dominates, human resources and how they are managed is receiving increased attention in the analysis of gaining competitive advantage. Yet, many complex…

32186

Abstract

Although technology still dominates, human resources and how they are managed is receiving increased attention in the analysis of gaining competitive advantage. Yet, many complex questions remain. This study first examines the theoretical understanding of employee engagement. Then an empirical investigation is made of the role that a wide variety of managers’ (n = 170) psychological state of self‐efficacy plays in the relationship between their employees’ (average of about 16 per manager) measured engagement and a multiple measure (self, subordinates and peers) of the managers’ effectiveness. Results of the statistical analysis indicate that the manager’s self‐efficacy is a partial mediator of the relationship between his or her employeesengagement and the manager’s rated effectiveness. Overall, these findings suggest that both employee engagement and manager self‐efficacy are important antecedents that together may more positively influence manager effectiveness than either predictor by itself. Implications for effective management development and practice are discussed.

Details

Journal of Management Development, vol. 21 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 4 January 2013

Ling Suan Choo, Norslah Mat and Mohammed Al‐Omari

The purpose of this study is to examine the impact of organizational practices on employee engagement based on 97 sample respondents from a multinational electronics firm that is…

12735

Abstract

Purpose

The purpose of this study is to examine the impact of organizational practices on employee engagement based on 97 sample respondents from a multinational electronics firm that is based in Malaysia.

Design/methodology/approach

This paper uses a survey; SPSS and multiple regression analysis.

Findings

The three dimensions of organizational practices, namely organizational communication, reward and recognition and employee development, explained 43.2 percent of the variance in employee engagement. This study also evidenced the significant relationship between organizational practices and employee engagement.

Originality/value

This study contributes to the body of knowledge regarding the important influence of organizational practices on employee engagement. The management may use the findings to further enhance organizational practices that lead to more engaged employees.

Details

Business Strategy Series, vol. 14 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Article
Publication date: 3 July 2020

Stephanie Douglas and Robin Roberts

Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of multi-generations of…

2700

Abstract

Purpose

Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of multi-generations of workers. The purpose of this paper is to assess association of age and dimensions of work engagement.

Design/methodology/approach

In total, 181 participants completed the Utrecht Work Engagement Scale (UWES) to measure work engagement including the dimensions of absorption, vigor and dedication as well as demographics. One-way ANOVA and post hoc tests were conducted to examine the relationship between age and work engagement.

Findings

Employees 50 years of age and older were found to have statistically significant higher work engagement scores than the employees under the age of 50. Statistically significant scores were also found to be higher in absorption and dedication.

Originality/value

The workforce is aging with older employees becoming larger populations in organizations. Understanding how age influences employee work engagement supports human capital management strategy within organizations. HR professionals can also use the findings to develop targeted employee engagement to leverage the dedication and talents of older employees.

Details

Strategic HR Review, vol. 19 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 3 October 2008

Kate Pritchard

The paper draws from the ORC Putting it in Perspective Report, which annually presents the findings of employee research projects from a vast benchmarking database. This provides…

9420

Abstract

Purpose

The paper draws from the ORC Putting it in Perspective Report, which annually presents the findings of employee research projects from a vast benchmarking database. This provides an insight into the key factors that influence employee engagement, with comparisons across different sectors.

Design/methodology/approach

The paper describes some of the key findings from the 2007 Putting it in Perspective Report and offers suggestions as to how employee engagement can be improved.

Findings

The key finding of the paper is that while employee engagement is stable in the UK overall, organizational pride and satisfaction levels are markedly lower in public sector organizations. Similarly employee loyalty in this sector is low, highlighting that there is work to be done for managers within this sector. Furthermore, the report has shown that engagement takes a hit across all sectors during times of change.

Practical implications

A well‐crafted employee engagement survey enables an understanding of current levels of engagement. To improve employee engagement levels, and help combat the challenges of change management, the principles of say, stay and strive can act as a basis for assessing the level of employee engagement, whether through surveys or other means. Another key element for organizations to bear in mind is the “Employee Lifecycle”, which can be a useful tool for understanding the workforce.

Originality/value

This paper provides an insight into the key factors that influence employee engagement, with comparisons across different sectors.

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 20 April 2010

Gary Tomlinson

This paper aims to examine the key drivers for employee engagement within an organization. It seeks to answer the question: what are the keys to improving the level of employee

14657

Abstract

Purpose

This paper aims to examine the key drivers for employee engagement within an organization. It seeks to answer the question: what are the keys to improving the level of employee engagement?

Design/methodology/approach

A case study illustrates a strategy for employee engagement that was based on research on the key drivers of engagement.

Findings

The paper presents practical case study material from Kia Motors – the South Korean automotive manufacturer. It shows how Human Resources (HR) worked to develop a strategy to address very poor levels of employee engagement. A clear set of engagement measures was developed to assess the impact of the engagement strategy.

Originality/value

This paper ascertains some of the key drivers of employee engagement as illustrated by the case study. It demonstrates a number of practical tools HR professionals can utilize to build employee engagement within their organizations.

Details

Strategic HR Review, vol. 9 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Open Access
Article
Publication date: 1 February 2024

Frank Nana Kweku Otoo and Nissar Ahmed Rather

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development…

1013

Abstract

Purpose

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Design/methodology/approach

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

Findings

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

Research limitations/implications

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

Practical implications

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

Originality/value

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

Details

Rajagiri Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0972-9968

Keywords

Article
Publication date: 31 January 2024

Kibum Kwon, Shinhee Jeong, Jiwon Park and Seung Won Yoon

In response to the lack of connection between employee development and employee engagement, this study explores the existing empirical findings regarding these two concepts. Based…

Abstract

Purpose

In response to the lack of connection between employee development and employee engagement, this study explores the existing empirical findings regarding these two concepts. Based on the conservation of resources theory, the authors propose a novel theoretical framework that can better leverage the identified antecedents and relationships for future research.

Design/methodology/approach

An integrative literature review of 64 empirical studies published in peer-reviewed journals was conducted.

Findings

Three different levels of antecedents, including the work environment, social exchange and individual characteristics, are identified. Employee development and employee engagement exhibit reciprocal relationships. Considering the role of job performance as a catalyst, the authors propose an upward gain spiral model to advance both research and practice.

Originality/value

This integrative literature review aims to facilitate discussions based on three distinct sub-dimensions: physical, emotional and cognitive energies, relevant to both employee development and employee engagement. Through this distinction, a more comprehensive understanding of the connection between employee development and employee engagement can be cultivated.

Details

Career Development International, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 2 January 2024

Justin Walden and Cheng Zeng

This paper sought to understand the communication activities of employees who were required to work from home because of the COVID-19 pandemic. The authors examined the…

Abstract

Purpose

This paper sought to understand the communication activities of employees who were required to work from home because of the COVID-19 pandemic. The authors examined the relationship between these individuals' efficient and interrupting communication with their peers in other locations and with individuals who were colocated with them at home. The authors also investigated these workers' job engagement and willingness to speak out about organizational issues.

Design/methodology/approach

This paper drew upon a survey of 579 employees via an online panel.

Findings

Efficient communication positively predicted employees' job engagement, whereas interruptions negatively predicted job engagement. Additional analyses showed that efficient communication was positively associated with job engagement, which in predicted a higher level of employee voice. Managers showed significantly higher levels of job engagement and voice than nonmanagers.

Practical implications

Recommendations are made for communication managers to cultivate job engagement and to manage interruptions with home-based employees.

Originality/value

Scholars with an interest in job demands and resources have not fully examined how interpersonal communication shapes job engagement and voice scholars have often overlooked teleworkers' communication needs. This study adds depth to the communication management literature in both areas.

Details

Journal of Communication Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 26 January 2024

Ram Shankar Uraon and Ravikumar Kumarasamy

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job…

Abstract

Purpose

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Design/methodology/approach

A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.

Findings

This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.

Research limitations/implications

The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Practical implications

This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.

Originality/value

This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Details

Employee Relations: The International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

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