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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…

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2912

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

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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…

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29145

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

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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…

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8443

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

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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…

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927

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

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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…

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8277

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

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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…

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12925

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

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Article
Publication date: 23 September 2021

Puneet Kumar and Nayantara Padhi

The purpose of this study is to bring about an exhaustive measurement instrument of employee engagement and validate the same in Indian settings.

Abstract

Purpose

The purpose of this study is to bring about an exhaustive measurement instrument of employee engagement and validate the same in Indian settings.

Design/methodology/approach

This descriptive and cross-sectional study initiates with reviewing the available literature in the field of employee engagement to identify factors affecting and the corresponding items defining them. Following the discussion with experts and industry professionals, an instrument was, thus, obtained to administer the primary data from employees working in public and private power companies in India. The study used Partial Least Square-Structural Equation Modeling (PLS-SEM) 3 to demonstrate employee engagement as a first-order reflective and second-order formative construct. Thereafter, reliability and convergent validity were assessed to validate the instrument.

Findings

This paper conceptualized employee engagement as a multi-factor construct (nine in numbers). The factors are “Respect”, “Supervisor's support and recognition”, “Growth and development”, “Creative and challenging job”, “Job significance”, “Perceived self-worth”, “performance evaluation and recognition” and “Organizational bureaucracy”. These factors are exhaustive and collectively define employee engagement. Distortion or omission in any of these items may distort the nature of construct as well.

Originality/value

Previous studies have defined the concept of employee engagement as unidimensional and thus observe serious lacunas. This study identified employee engagement as a multi-factor construct that incorporates the exhaustive nature of the organizational setting. Not only this study adds value to the existing body of knowledge in the field of employee engagement but also specify the measurement model as a formative one concerning employee engagement.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 20 September 2021

Prapti Mutha and Manjari Srivastava

Virtual teams are characterized by short social exchanges and a lack of para-verbal and non-verbal communication. This poses several challenges to virtual leaders. This…

Abstract

Purpose

Virtual teams are characterized by short social exchanges and a lack of para-verbal and non-verbal communication. This poses several challenges to virtual leaders. This study aims to decode the role of leadership and understand its impact on engaging geographically dispersed teams. This research offers a comprehensive view of idealized influence and inspirational motivation – the two sub-factors of transformational leadership which defines the charisma of a leader in leveraging engagement of virtual employees. It also studies the impact of effective leadership communication and trust between team members in engaging employees working in virtual teams.

Design/methodology/approach

This research is a mixed method study. Phase I of qualitative study (10 FGD) facilitated phase II of quantitative study. A questionnaire was developed to reflect themes that emerged from qualitative phase. The focus of the qualitative study was to understand the role of leaders viewed by virtual employees in the context of engagement. A cross-sectional data of 300 respondents from eight different industries was gathered using a survey questionnaire. Purposive non-probability sampling technique was used. Data were analyzed using partial least squares structural equation modelling, SmartPLS 3 software.

Findings

Results showed that leaders play a significant role in engaging virtual employees. The transformational leadership behaviour with a purview of idealized influence and inspirational motivation positively engages employees in virtual teams. The findings emphasize that trust between team members impacts engagement, and trust mediates the relationship between leadership communication effectiveness and engagement of virtual employees.

Practical implications

Positive leadership behaviour such as transformational leadership helps create an environment of trust and engagement that is experienced by a team working distantly. Leader plays a critical role to foster an engaging environment that boosts the potential of every employee. Organizations invest a lot of money, time and resources in leadership and communication training. This study could help organizations in training their managers/leaders for adapting their leadership style that suits the virtual work environment. Organizations can also pay attention to the required skill sets of people while hiring and/or promoting leaders who have to lead virtual employees.

Originality/value

The exponential increase in virtual working has necessitated decoding essential leadership skills to engage the virtual workforce. Working virtually is psychologically a different experience and hence requires a separate study. The lack of proximity and face-to-face conversations in virtual teams increases the complexity of leading and thus alters the engagement equation. This paper explores the impact of leaders in enhancing employee engagement and that is presented in a condensed manner.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 9 August 2021

Stephen Tetteh, Rebecca Dei Mensah, Christian Narh Opata and Claudia Nyarko Mensah

As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital…

Abstract

Purpose

As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital (PsyCap) and work engagement, respectively, moderates and mediates the relationship between workplace fun and turnover intention in a moderated mediation.

Design/methodology/approach

Using cross-sectional quantitative design, data were collected by means of questionnaires and convenience sampling. The hypotheses were tested with 482 service employees from the hospitality industry in Ghana using PROCESS macro.

Findings

The findings depict that work engagement mediates the relationship between workplace fun and turnover intention among service employees. Also, PsyCap moderates the workplace fun–engagement relationship, in addition to the workplace fun–work engagement–turnover intention relationship. Specifically, both relationships are stronger for employees with high PsyCap.

Practical implications

The authors would like to conclude that as frontline employees are usually subjected to stressful conditions, monotonous working environments and emotional labor, which affect the quitting intention, incorporating fun into the workplace will strategically help frontline employees to be engaged in their work and reduce their intentions to quit.

Originality/value

With a focus on a developing economy, this work is novel in exploring possible factors that may help increase work engagement and reduce turnover intention among service employees.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 28 July 2021

Ilhami Yucel, Muhammed Sabri Şirin and Murat Baş

This paper aims to investigate whether there is a relationship between work–family conflict and turnover intention and whether work engagement has a mediating effect and…

Abstract

Purpose

This paper aims to investigate whether there is a relationship between work–family conflict and turnover intention and whether work engagement has a mediating effect and supervisor support has a moderated mediation effect in this relationship.

Design/methodology/approach

The sample of the study is composed of public hospital employees in Erzincan province. After removing the missing and incorrect ones from the questionnaires distributed to 1,044 employees of the hospital, 350 were evaluated. The data of the survey were analyzed and interpreted with statistical package programs. Regression analysis is used to investigate the association between the variables.

Findings

This paper finds significant negative associations of work–family conflict with work engagement and work engagement with turnover intention. A significant positive association is found between work–family conflict and turnover intention. In the meantime work engagement has a partial mediating effect on this relationship. Another important result of the research is that supervisor support has a moderator role between work–family conflict and work engagement and has a moderated mediation role at the model in which work–family conflict is independent, turnover intention is dependent and work engagement is a mediator variable.

Research limitations/implications

The research was conducted only in Erzincan province with a limited number of participants, and only health sector employees were examined. It is possible to obtain distinct results in future research studies conducted on different sector employees. Moreover, only the work–family conflict variable was examined in the research. It is possible to expand the scope by also including the family–work conflict variable in future studies.

Originality/value

This research is the first study examining the mediating role of work engagement in the relationship between work–family conflict and turnover intention on healthcare employees in Turkey. Also, this paper is the first attempt to investigate moderated mediation model with the specified variables (work–family conflict, turnover intention, work engagement and supervisor support) in the model by using the frameworks of leader–member exchange and social exchange theories. This research answers research calls to study the moderating function of supervisor support during mediating role of work engagement, since the moderation impact clarifies the circumstances under which supervisor support is connected with the favorable results. This study also revealed how effective the supervisor support is on employees experiencing work–family conflict and their attitudes like work engagement and turnover intention. The consequences of such studies influence the way organizations handle and solve the problems in their organizations today. It takes into account moderated mediation modeling with the management subject in hospital employees.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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