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Internationalization has witnessed rapid growth of multinational enterprises (MNEs) in emerging markets, requiring reflection on how to operate within these markets. The purpose of this paper is to assist MNEs to adapt to these markets, and adopt corporate social responsibility (CSR) strategy with social initiatives (SIs), relevant to stakeholders, including their employees and the communities they reside in. The current paper does this by examining the relationships between employee identification with the organization’s SIs (SI-I) and their engagement in them (SI-E), alongside their perspective on the general importance of CSR (ICSR) and employee values to help with CSR (VCSR). The findings will better prepare managers in pre-emerging and emerging markets to design CSR strategy and SIs relevant to these markets and their communities.

Guided by social identity theory, this paper examines local employee identification of SI (SI-I) and engagement in SI (SI-E), in two MNE subsidiaries across varying emerging market levels in developing countries, utilizing a quantitative survey design. Structural equation modeling is utilized to analyze responses of N=544 employees in two South East Asian countries, namely, Indonesia (as an emerging country) and Vietnam (as a pre-emerging country), to determine any differences that may exist between the two countries.

The findings reveal that SI identification (SI-I) has a strong effect on employee engagement in SIs (SI-E) and also the importance they attach to organizations conducting CSR (ICSR). However, employee values to help with CSR activities (VCSR) has an effect on Vietnamese employees but not Indonesian employees. Likewise, SI-I mediates the effect between ICSR and SI-E for Vietnamese employees but not for Indonesian, suggesting differences exist between these two developing countries where the less developed country, Vietnam, is defined as pre-emerging and Indonesia as an emerging market (MSCI, 2016).

An awareness of the differences that may exist across employees in emerging markets will assist managers to design CSR strategy relevant to the level of market emergence of the host country, allowing for better CSR SIs identification and engagement in these countries.

The research model for this analysis utilizes constructs based on past Identification literature, while including new constructs for this study adapted from past literature, and underpinned uniquely by social identity theory in an International Business setting. The findings indicate differences between emerging and pre-emerging markets for particular constructs, which suggests the importance of considering the market level when implementing MNE CSR strategy. Limited research has been conducted examining the differences between emerging and pre-emerging markets, so further research is required to replicate these findings and provide insight into the differences that may exist for CSR SIs in emerging markets.

The purpose of this study was to explore the influence of materialism on employee engagement in China. Mediating role of employees’ autonomy need satisfaction in workplace was also examined.

Data were collected from 217 employees from various companies located across 19 provinces and towns in China. These participants completed three self-report scales, including materialistic values, employee engagement and autonomy need satisfaction at work. Pearson correlation analysis, hierarchical regression analysis and structural equation modeling were used to analyze data.

Results revealed that as hypothesized, autonomy need satisfaction at work fully mediated the effects of materialism on employee engagement.

The study was limited by identifying the measure of materialism that is not robust at an organizational and national level. Similarly, lack of existing literature including use of cross-sectional research design around materialism also added to the limitations of this study. Limitations aside, the current study suggests that increasing materialism within Chinese organizations is likely to exert potentially significant adverse effects on employee engagement and, hence, the overall quality of work.

The current study has empirically discovered a possible relationship between materialism and employee engagement, which is rarely examined in previous studies. In addition, the study also proposes a psychological mechanism through which materialistic values can influence employee engagement. The findings are practically important to human resource management practices in China and theoretically important for the exploration of antecedents of employee engagement.

Organizational sustainability has become a priority on many corporate agendas. How to integrate sustainability efforts throughout the organization, however, remains a challenge. The purpose of this paper is to examine two factors that potentially enhance incentive effects on employee engagement in environmental objectives: explicit organizational values for sustainability and the performance objective’s complementarity with incented financial objectives.

The authors employed a quasi-experimental design in which participants were randomly assigned to one of four conditions, including a status quo condition against which the treatments were contrasted. Participants (n=400) were comprised of a cross-section of US employees from a wide range of occupations and industries. A post hoc qualitative analysis provided additional insights.

Incentive effects were enhanced (i.e. preference for the environmental objective was significantly higher) when the environmental project offered complementary benefits for financial objectives, but not when organization values emphasized sustainability. An entrenched status quo bias for financial performance was discerned among a subset of the sample.

Management scholars must pay close attention to the role of implicit norms for financial performance when investigating employee engagement in organizational sustainability efforts. From an applied perspective, framing sustainability objectives to emphasize financial benefits consistent with a financial mission may maximize employee engagement.

This study contributes to understanding of organizational sustainability efforts at the individual employee level of analysis, a conspicuously small part of the organizational research surrounding this topic.

The purpose of this paper is to develop a reliable and valid measurement scale of employee engagement that can be used in human resources departments in any industry field.

This study used the measurement development process with three steps. The first step was to generate items for measuring employee engagement. For this reason, the authors proposed an integrated conceptual model based on the results of a literature review and justify the concepts from self-determination theory and person-environment fit theory as the theoretical foundation. The second step was to determine the types of questions suitable for measurement, examining the content validity. Content validity was conducted two times by the group, academic experts and business practitioners. The last step was to examine the exploratory factor analysis (EFA), confirmatory factor analysis (CFA), multi-group analysis and reliability with 352 survey responses from the South Korean business context.

Findings of the measurement scale development procedure, i.e. employee engagement, should be managed in a balanced manner in all dimensions, as it is composed of four dimensions (person engagement, work engagement, organization engagement and relation engagement) and 16 sub-factors. Additionally, organization engagement was the major factor among the four dimensions of employee engagement with the highest variance explanation. From the statistical standpoint, the employee engagement scale (EES) is possible to use in any industry field because it demonstrated not only content validity and internal consistency reliability but also the three steps of factor analysis (EFA, CFA and multi-group analysis).

This survey was conducted with an assistant manager located in Korea. Therefore, it will be necessary to analyze both leader and employee engagement for those who live in foreign countries. The EES is useful to leaders and human resource managers because it is applicable to managing engagement levels of employees and fosters customized training programs.

This is the first study to develop measurement tools for employee engagement in South Korea. In addition, most studies demonstrated that individual feeling was valued to drive employee engagement. This research, however, proposes an extended concept of employee engagement for four dimensions (person, work, relation and organization) and emphasizes the important relationship between individuals and colleagues in an organization. Based on these results, a theoretically integrated model of employee engagement was developed and a practically valid measurement tool for capturing comprehensive domains of employee engagement was proposed.

The purpose of this paper is to understand the phenomena of an employee “being valued” in the context of a manufacturing SME.

A qualitative study using rich data from in-depth interviews following a classical (Glaserian) grounded theory.

A three dimensional concept of authentic pride enablement, altruistically-orientated shared-purpose and servant leadership explained the reasons people felt valued.

The limitations were that this study was in one context

The implications are that if organisations consider a servant leadership approach, enabling of authentic pride and fostering of altruistically-orientated shared-purpose, this may help employees feel valued.

This has implications for how organisations can show their employees that they are valued.

“Being valued” is a concept/construct that is widely quoted as a driver for employee engagement and yet rarely unpacked.

This case study aims to explain why one Canadian academic library chose to design and deliver in-house leadership development training for its employees, rather than taking a consortial approach, and seeks to highlight the impact of this decision on the library's organizational culture.

This paper is presented in three parts: the benefits and challenges of in-house, external and consortial training; the impact of an in-house leadership development program at the University Library at the University of Saskatchewan; and considerations when deciding whether to collaborate on the provision of employee training. The author draws upon her own personal experiences as the Director of Human Resources for the library, and presents evidence acquired through surveys, observations, and conversations.

The paper explains how a deliberate decision to provide in-house leadership training had a transformative effect on individual employees and the organization.

When considering collaborating to provide leadership development training, library administrators should ensure the pros and cons of doing so are thoroughly explored; the pressure to collaborate can sometimes lead to participation in activities simply to be seen as a “good library citizen,” and often such activities are not necessarily contributing to the strategic goals of the library. In economically challenging times, library leaders and decision makers will need to be very aware of these implications.

This paper discusses why a library chose an in-house approach to leadership development training rather than a consortial approach. This article has value to library administrators as they consider implementing leadership development training in their libraries.

The primary purpose of this research is to conceptualise and validate the comprehensive framework for effectively measuring and managing employee-based brand equity (EBBE) benefits. The study endeavours to integrate professional and socio-emotional facets of employees' into the proposed model, lending it a more holistic approach.

The study focusses on the banking sector in Kosovo, employing structural equation modelling to analyse data from a sample of 325 employees.

Both professional and socio-emotional perspectives significantly influenced brand knowledge, positively impacting EBBE benefits such as employee satisfaction, retention and positive word of mouth (WOM). These findings provide empirical support for the theoretical assumptions concerning the role of professional and socio-emotional perspectives in building EBBE.

Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.

The study offers practical implications for the banking industry and similar contexts, suggesting robust internal marketing strategies prioritising professional development and socio-emotional connectivity. Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.

The paper presents an original contribution to the field of brand equity research by proposing and validating a novel framework for EBBE that uniquely integrates both professional and socio-emotional dimensions of employees' experiences. This approach is particularly innovative within the context of the banking sector, offering new empirical insights.

This chapter brings all the key points from each of the earlier chapters together towards a framework for crafting and executing an effective customer experience (CX) strategy. We go back to the ‘how of customer experience management (CEM)’ discussed in the first chapter and connect the dots for the readers through the process and include the common roadblocks and challenges that come in the way to achieve CX results. In this chapter we also link up customer experience to the big ideas of customer centricity and customer engagement. Finally, we discuss the future of customer experience and how CXM/CEM continued to evolve during the COVID-19 pandemic.

Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution.

The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress).

The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress.

The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance.

The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers.

This study aims to investigate the mediating role of lean management on the relationship between workforce management and value-added time in private hospitals. This study also investigates the direct influences of workforce management and lean management on the value-added time of the hospitals.

This study applied a quantitative approach to obtain data from the private hospitals’ staff in Peninsular Malaysia. A self-administered survey questionnaire was used to collect data from 287 hospital staff using a stratified random sampling method. The partial least squares structural equation modeling (PLS-SEM) approach was used to determine the internal consistency, reliability, validity of the constructs. The PLS-SEM method was also used to test the hypothesised research model via SmartPLS 3.3.4 version.

The findings of the study indicate that lean management has a direct and significant effect on the value-added time of private hospitals. The findings also revealed that lean management significantly mediates the relationship between workforce management and value-added time in private hospitals. The analysis of the results indicates that both workforce and lean management have a significant impact on the value-added time of the hospitals.

This study provides empirical contributions to enhance the quality of workforce management, lean management and value-added time. The findings of this study provide valuable insights into how effectively managing the workforce and providing guidelines to augment the lean management practices can ensure value-added time in Malaysian hospitals and the overall health-care industry. The lean management framework provides useful insights for the policymakers to understand the significance of workforce management, lean management on ensuring value-added time through reducing waiting times, unnecessary delays, generating a higher degree of patient safety, satisfaction and loyalty.

The research findings provide some essential indications for the health-care service providers to understand how the lean management approach can be implemented to enhance value-added time and how lean management can play a mediating role in creating a link between workforce management and value-added time in hospitals. This study also contributes to the theoretical and practical perspectives. The present study contributes to a better understanding of workforce management and lean management in health-care sectors from theoretical and practical perspectives.