Business leaders can face unique challenges in attracting, retaining, and developing an engaged workforce in today's global organizations. However, insights can be…
Business leaders can face unique challenges in attracting, retaining, and developing an engaged workforce in today's global organizations. However, insights can be provided by examining a firm's Employee Value Proposition (EVP) as seen by employees, as well as carefully exploring drivers of employee engagement to equip executives and managers to overcome these challenges. This chapter uses results from Valtera's Annual Global Employee Survey to highlight the potential for leveraging survey data, analyzed at the country level, to best align and tune their human capital strategy and programs to operations and labor markets around the world. Examples of unique EVP profiles and key drivers of engagement from six countries in Asia, Europe, and Latin America are provided to illustrate important differences organizations need to consider in optimizing their approach to global human capital management.
The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and…
The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.
The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.
The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.
The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.
Kevin Au graduated from the Chinese University of Hong Kong with a BBA and earned his Ph.D. in management/international business at the University of British Columbia. He co-founded the CUHK Center for Entrepreneurship and has been an associate director. He also serves as associate director of the MBA programme. His research interests are international management, entrepreneurship, family business, social network and cross-cultural research methodology. He has published dozens of academic articles, cases and book chapters, and served on the editorial boards of several academic journals. He has provided consulting and training for the government and business corporations. His clients include the Central Policy Unit, Hong Kong Cyberport, Ove Arup and a number of business startups and family businesses in Hong Kong.
In the opening chapter of this volume, Dave Ulrich and Norm Smallwood enlighten us with a unique perspective toward the understanding of leadership. They point out that in…
In the opening chapter of this volume, Dave Ulrich and Norm Smallwood enlighten us with a unique perspective toward the understanding of leadership. They point out that in the past, most leadership research used an inside/out approach that studies leadership attributes (i.e., what is inside oneself that makes an effective leader). However, what matters more are the results that effective leadership produces. Therefore, an outside/in, business-values-driven approach should be adopted to match leadership to the expectations of various stakeholders, including customers, investors, organizations, and employees. The authors stress the importance of building leadership brand to better capture what stakeholders want and propose seven principles that can produce sustainable, long-lasting results from leadership development.
Our query into “what is leadership” can be traced back to Galton (1869) in his book, Hereditary Genius. Leadership, as a unique characteristic of extraordinary individual leaders, has dominated leadership research up until the early 1950s and was then followed by the rise of behavioral views of leadership such as situational leadership, transformational leadership, among others. These earlier views of leadership have been developed mainly among psychologists. We have not done sufficient work to view leadership from a business values perspective. Filling in this important gap, Dave Ulrich and Norm Smallwood answer the question “what is leadership” by focusing on an outside/in view of leadership that draws on business values beyond psychological principles. They ask four important questions that shape the definition of effective leadership: What are the outcomes of good leadership? What must every leader know, do, and be? How do we develop leadership (not just leaders) from the outside/in? And how do leaders make long-term change really happen? Answers to these four questions can lead us to clarify why leadership matters, nail the basics of leadership, create a leadership brand, and ensure leadership sustainability.
Michael A Gillespie, William K Balzer, Michelle H Brodke, Maya Garza, Erin N Gerbec, Jennifer Z Gillespie, Purnima Gopalkrishnan, Joel S Lengyel, Katherine A Sliter, Michael T Sliter, Scott A Withrow and Jennifer E Yugo
The purpose of this paper is to discuss the importance of norms and inference, while providing national overall and subgroup norms for the updated Job Descriptive Index…
The purpose of this paper is to discuss the importance of norms and inference, while providing national overall and subgroup norms for the updated Job Descriptive Index and Job in General measures of job satisfaction.
A stratified random sample was drawn from an online panel to represent the US working population on key variables. Validity evidence is provided. Determination of subgroup norms was based on practical significance.
The revised measures fit the theorized model and patterns of results are consistent with the literature. Practical subgroup differences were found for some stratification variables. Subgroup norms are made available; the first US overall norms are provided.
An updated job satisfaction measurement system is made available, complete with nationally representative overall and subgroup norms. A major limitation and direction for future research is the lack of norms for other nations.
The revised measurement system is available for use in practice. National overall norms improve decision-makers’ ability to infer respondents’ relative standing and make comparisons across facets and employees. The JDI is useful for dimensional diagnostics and development efforts; the JIG is useful for evaluating overall job satisfaction levels.
By facilitating valid inferences of job satisfaction scores, the revised measurement system serves to enhance the quality of life at work.
The authors provide the only publicly available job satisfaction measurement system that has US national overall norms.
The virtual organization is upon us, or so we are led to believe. No longer will we have to worry about finding enough space for so many workstations, as people will be sitting in cyberspace waiting either to send or receive their next communication. It will not matter where in the universe someone is, provided that they can communicate. People will be working in physical isolation, but this does not matter as they can, yes you’ve guessed it, communicate! There is no doubting that communicating is good and absolutely necessary, but it is quality of communication which is needed, not just any old garbled message. Are standards of communication deteriorating? The media by which we are sending messages are improving, of that there is little doubt, but it is the content and usefulness of this content which must be brought to question.