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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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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…

30839

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…

9231

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…

1690

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…

8898

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…

13839

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

Article
Publication date: 28 November 2022

Hassan Imam, Anu Sahi and Mobina Farasat

Organizations generally seek to achieve higher productivity and performance from employees but leave out the vital roles of engagement and communication. Employees' role…

Abstract

Purpose

Organizations generally seek to achieve higher productivity and performance from employees but leave out the vital roles of engagement and communication. Employees' role at the micro, meso and macro levels cannot be ignored in organizational growth. However, the question remains: how to engage employees to reap performance benefits? This study examines how leaders' support and communication increase subordinates' engagement and performance by applying social exchange theory (SET).

Design/methodology/approach

Dyadic data of 249 full-time (middle-level) employees and their leaders were collected from the Indian automobile sector through a survey. After achieving the goodness-of-fit indices, the hypothesized framework was analyzed.

Findings

The authors found that employees who perceived support from their leaders were engaged, which consequently adds to their performance. Similarly, the results of moderation analysis highlighted that internal communication is a crucial factor in engagement.

Practical implications

By measuring employee engagement across three dimensions (cognitive, emotional, and physical), this study adds to the business communication literature and calls attention to human resource professionals to update the organization's policies to enable managers to engage their subordinates for better performance. Organizational development specialists can improve internal communication, which further enhances the relationship between leaders' support and engagement.

Originality/value

This study advanced the literature by discussing the marginally discussed role of internal communication in the nexus of engagement–performance. Additionally, this study contributes to our understanding of the engagement–performance nexus as an outcome of leadership.

Details

Corporate Communications: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 24 October 2022

Amanda S. Davis and Beatrice I.J.M. Van der Heijden

The dynamic employee engagement framework visually delineates employee engagement from its antecedents and responds to the debates regarding how employee engagement is…

Abstract

Purpose

The dynamic employee engagement framework visually delineates employee engagement from its antecedents and responds to the debates regarding how employee engagement is positioned within the academic literature.

Design/methodology/approach

A narrative literature review was conducted.

Findings

The new framework visually demonstrates the impact of contextual changes on employee engagement. Additionally, it positions employee engagement as a psychological state (psychological presence) and as a behaviour.

Research limitations/implications

The new framework promotes the study of behavioural engagement when the incorporation of context and/or multiple voices is required. Accordingly, studying behavioural engagement may help scholars understand more about the dynamics of employee engagement within and across different settings, reduce the reliance on self-reported studies and help bridge the employee engagement academic and practitioner discourses.

Practical implications

Human resource management/development practitioners and line managers may use the new structured framework in several ways to help them foster employee engagement.

Originality/value

The new framework extends five integrated employee engagement models by incorporating the macro and micro external context, and repositioning trust and feedback. In doing so, it more accurately conveys diagrammatically the dynamic nature of employee engagement following significant contextual changes. It also visually separates out the antecedents to employee engagement thus respecting construct boundaries and positions employee engagement as a multi-dimensional construct comprised of psychological state (psychological presence) and behavioural engagement. Building on this, we also argue that double-loop learning is an example of behavioural engagement.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 16 September 2022

Geetha Jose, Nimmi P.M. and Vijay Kuriakose

The study aims to look into the mechanism by which perceived human resource management (HRM) practices impact nurses' engagement, by specifically looking into the role of…

Abstract

Purpose

The study aims to look into the mechanism by which perceived human resource management (HRM) practices impact nurses' engagement, by specifically looking into the role of psychological availability and psychological safety.

Design/methodology/approach

A cross-sectional questionnaire survey was conducted among nurses (n = 465). Data were collected from nurses of National Accreditation Board for Hospitals and Healthcare Providers (NABH) accredited hospitals by employing two stage sampling.

Findings

Results indicate significant positive association between HRM practices and employee engagement. Role of psychological safety and psychological availability as mediators was also confirmed. The study supported the proposition that HRM practices affected employee engagement through psychological safety and then psychological availability thus approving serial mediation.

Originality/value

This research also contributes to a more comprehensive understanding of the ways to achieve employees' psychological safety, availability, and thus nurse engagement.

Details

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

Keywords

Article
Publication date: 9 September 2022

Eric Delle, Anthony Sumnaya Kumasey, Anthony Nkrumah Agyabeng, Atia Alpha Alfa and Farhad Hossain

Drawing on the self-extended and regulatory focus theories, the present study examined the mechanism as well as the boundary condition under which psychological ownership…

Abstract

Purpose

Drawing on the self-extended and regulatory focus theories, the present study examined the mechanism as well as the boundary condition under which psychological ownership might relate positively to the work engagement of employees working in public sector organizations in Ghana.

Design/methodology/approach

Data were collected from employees (n = 313) working in public sector organizations in Ghana at a single point in time with a survey questionnaire.

Findings

The results indicated that psychological ownership and self-regulatory focus behaviors (i.e. prevention and promotion focus behaviors) were beneficial for work engagement; and that while prevention focus mediated psychological ownership-work engagement relationship, that relationship was positive and stronger for employees who performed less promotion focus behaviors.

Practical implications

Managers in public sector organizations should understand that employees with strong psychological ownership would feel more engaged if they perform less promotion focus behaviors.

Originality/value

The authors’ study contributes uniquely to the nascent work engagement literature in the Ghanaian context, and by testing boundary conditions and underlying mechanisms increased the authors’ understanding of work engagement among public sector employees in Ghana.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

1 – 10 of over 40000