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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.

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.

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.

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

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.

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

The purpose of this study was to investigate the factors impacting the intermediating variable of employee engagement toward employee performance in a hybrid working organization in Bangkok, Thailand.

This study uses secondary data analysis and an archival study; the primary data were gathered from 370 employees who are working in a hybrid model environment in a private agricultural machinery company. To construct a new conceptual framework, this study adopted four frameworks from the previous research.

Perceived organizational support and trust and respect in the organization are found to have a significant positive impact on employee engagement. Moreover, there is a significant positive impact of the employee engagement on employee performance in a hybrid working model.

For hybrid work environments, the research focused mainly on the emotional themes of perceived support, trust and respect in the organization. Therefore, there would be many factors that could possibly affect those dependence variables in any environment, which will have to be investigated more in future research. Either in the organization or in the company, many departments and business units operates for the company, but the researcher specifies only the business units or departments that now use the hybrid working model.

This study focuses on a case study of an agricultural machinery company, which likely produces different results than other industries, other industries may produce different results.

Hybrid working models can blur the boundaries between work and personal life, potentially leading to increased stress and burnout. Organizations should prioritize work-life balance and employee well-being by promoting flexible schedules, encouraging breaks and time off, and providing resources for mental health support.

The organization which is operating among a hybrid working model, the increasing of perceived organizational support and trust and respect level, has positively increase the employee engagement toward enhancing the employee performance.

This study aims to understand how integration efforts at both communication and channel levels can foster customer engagement behavior in the retail sector from the perspective of employees.

Data were collected through 231 face-to-face questionnaires completed by frontline employees in shopping centers. A structural equation modeling approach was applied to test the proposed hypotheses.

The results highlight the importance of integration efforts as external stimuli for enhancing employees’ perceptions about customer engagement behavior. Findings extend the stimulus-organism-response model by predicting responses that go beyond employees’ behavior to predict customer engagement behavior. Results also confirm the mediating role of attitudes toward marketing communications and synergy realization in the proposed model.

Retailers should integrate their multiple channels and operate consistently and in coordination through them to develop employees’ perceptions about customer engagement behavior. Managers should regularly collect information from their employees as they represent an important touchpoint in omnichannel retailing.

There is a gap in the omnichannel retailing literature regarding how integration efforts at a communication level may complement integration efforts at a channel level for developing customer engagement. This study addresses this gap by adopting a novel perspective using frontline employees as a source of information for assessing customer engagement behavior. It extends knowledge about how customer engagement behavior may be developed and strengthened from the employees’ point of view.

Este estudio analiza, desde la perspectiva del empleado, cómo la integración de la comunicación y la coordinación de los canales de distribución fomenta el engagement de los clientes en el sector minorista.

Los datos fueron recogidos a través de 231 cuestionarios personales realizados a empleados de centros comerciales. Las hipótesis se contrastaron mediante un modelo de ecuaciones estructurales.

Los resultados destacan la importancia de la integración para fomentar la percepción de los empleados acerca del engagement del cliente. Estos resultados extienden la aplicación del Modelo de Estimulo-Organismo-Respuesta para predecir no sólo el comportamiento de los empleados si no el engagement del cliente. Los resultados también corroboran el rol mediador de la actitud hacia las comunicaciones de marketing y la obtención de sinergias.

Los distribuidores deben integrar todos los canales y actuar de forma coordinada y consistente para mejorar la percepción de los empleados acerca del engagement del cliente. Se debe recabar información periódica sobre las percepciones de los empleados ya que constituyen un importante punto de contacto en la gestión omnicanal de los establecimientos comerciales.

Este estudio aborda un gap existente en la literatura acerca de cómo los esfuerzos de integración a nivel de comunicación complementan los esfuerzos a nivel de canal para fomentar el engagement del cliente. La novedad de este estudio reside en estudiar estos aspectos desde la perspectiva de los empleados.

本研究旨在从员工的角度了解沟通和渠道层面的整合工作如何促进零售部门的顾客参与行为。

数据收集于购物中心一线员工所填写的231份面对面问卷。应用结构方程建模方法来检验所提出的假设。

本文结果强调了整合工作作为外部激励对于提高员工对顾客参与行为的认知的重要性。研究结果通过预测超越员工行为的反应来预测客户参与行为, 从而扩展了刺激-机体-反应模型。结果还证实了对营销传播和协同实现的态度在所提出的模型中的中介作用。

零售商应该整合其多种渠道, 并通过这些渠道持续协调地运作, 以培养员工对顾客参与行为的认知。管理者应该定期从员工那里收集信息, 因为他们是全渠道零售的一个重要接触点。

在全渠道零售业的文献中, 关于沟通层面的整合工作如何补充渠道层面的整合工作以发展顾客参与的问题, 存在研究差距。本研究通过采用新颖的视角, 将一线员工作为评估顾客参与行为的信息来源来解决这一差距。它扩展了关于如何从员工的角度发展和加强顾客参与行为的知识。

This research seeks to explain the mediating function of workplace happiness in enhancing employee engagement through the drivers of employee engagement among the IT sector employees of India.

Quantitative data were acquired from 104 respondents from the Indian IT industry via an online survey utilizing Google Forms, employing a stratified random sample method. The study hypotheses were tested using PLS-SEM.

Results indicated that workplace happiness positively mediates employee engagement and drivers of employee engagement.

The current study followed a cross-sectional analysis where establishing causality is difficult; however, there is a scope to do longitudinal study on the same phenomenon. Research data are produced through online surveys. Possible sources of bias may be selective memory, attribution and/or exaggeration. This study covers specific variables of workplace happiness and drivers of employee engagement other variables remain unaddressed, such as COVID-19-related impacts. The nature of the industry and sample size were limited.

This study shows that workplace happiness has a mediating effect on both drivers of employee engagement and employee engagement; as a result, organizations should consider the function of workplace happiness as a mediating factor when implementing drivers of employee engagement and employee engagement.

On the social level, this research will help organizations to understand the drivers for employee engagement and linkages between workplace happiness and employee engagement. It hopes to create more happy workplaces and have good social impact.

This is the first study to look into the function of workplace happiness as a mediator between the drivers of work engagement and work engagement.

The study aimed to assess the relationship between emotional intelligence and work engagement among employees of automobile sectors in Chennai, Tamil Nadu, South India, and also to find out various demographic factors of subordinates who are able to engage vigorously, meaningfully and committedly on their work through their emotional intelligence.

A descriptive cross-sectional study was conducted, and 184 employees were recruited through random sampling to take part in the study. A Google Forms questionnaire consisting of the demographic questionnaire Utrecht Work Engagement Scale (UWES) and Emotional Intelligence Scale (EIS) was constructed and sent via e-mail to the employees, and the data were collected; after the data cleaning process, it was analysed through SPSS Version 20 using independent t-test, ANOVA and Pearson's correlation.

The results showed that educational qualification and income significantly influenced work engagement in all dimensions, while gender, designation and work experience partially influenced work engagement. It showed a strong correlation between work engagement and emotional intelligence.

This study assessed a small number of employees due to which the external validity reduces, and it assessed only the interplay between different dimensions of work engagement and emotional intelligence but not linked with any other mediating factors. The final sample size of the present study was relatively small due to the time constraint; hence, the study yielded less accurate results. Some linking variables, such as job security, motivation, knowledge management and transformational leadership, can be added to find out the association of emotional intelligence and work engagement and to understand how the factors influence each other.

For every output in the organisation, the work engagement or performance, there is an emotion behind each and every individual. The person cannot put his/her whole effort at work and concentrate without his/her self-awareness and management; at the same time, socialising is also very important to maintain good relationships at work; without these influences, one cannot have engagement in his/her work, which ultimately leads to  job satisfaction. It improves the strong attitude and behaviour that intend to be engaged at work.

This study would benefit in focusing more on rewards and recognition, empowering employees and building a bond between the organisation and employees in a strategic manner. The management can utilise the employee's engagement and make various financial outcomes, such as profitability and growth, increasing the share value and the turnover of the productivity. It improves the communication between business leaders and the organisation that benefits the business practices to be more effective which leads to a positive social change. Employee engagement strategies could fill the gap between employees' job involvement and the productive outcome. On the whole, employees' work engagement makes them to invest themselves wholeheartedly into cognitively, physically and emotionally on the job.

Work engagement and emotional intelligence, as well as their dimensions, illustrate a clear relationship and are also shown to be predictive of each other in the workplace.

The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset.

The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands.

In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset.

The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.

Drawing on self-concept theory, this study evaluates the mediating effects of employees' psychological states on the relationship between human resources (HR) practices and employee engagement.

Through random sampling, 434 customer-contact frontline employees from five-star hotels in Malaysia participated in the cross-sectional survey.

The results produced by the Smart-PLS (partial least squares) indicate that HR practices positively and significantly influence employees' psychological states of safety, meaningfulness and availability. All these psychological states also exert positive influences on employee engagement (organisational and work engagement). Safety and availability mediate the links between HR practices and employee engagement, but not meaningfulness.

HR practices and employees' psychological states are necessary in ensuring positive employee outcomes and improving customer service provision.

The findings contribute to the further extension of self-concept theory and employee engagement by incorporating the mediating roles of employees' psychological states in the relationships between HR practices and employee engagement.

以自我概念理論為依據，本研究擬評估僱員的心理狀態、如何在人力資源做法與員工敬業度之間的聯繫上起著仲介的效應。

透過隨機抽樣法，434名在馬來西亞五星級酒店工作、接觸顧客的一線員工被選參與一個橫斷面調查。

以SmartPLS (偏最小平方)取得的研究結果顯示、人力資源做法正面地影響著員工的安全感、工作給予的意義和感知的組織支援；而且，這些心理狀態，均會對員工的敬業度(對組織的自豪感及對工作的投入)起著正面的影響。另外，安全感和感知的組織支援在人力資源做法與員工敬業度之間的聯繫上、起著仲介之效應；唯工作給予的意義則沒有這個效應。

研究結果進一步伸展了自我概念理論及員工敬業度方面的論述，這是由於本研究把員工心理狀態所扮演的中介角色，納入人力資源做法與員工敬業度的聯繫中。

若要確保積極的員工成果及提供更佳的顧客服務，有效的人力資源做法和正面的員工心理狀態是不可或缺的。

Employee engagement has been directly linked to organizational outcomes, and at present, improving employee engagement has increasingly been a main focus for organizations. However, studies evaluating the impact of storytelling interventions on increasing the level of employee engagement are limited. Storytelling is one of the intervention methods that can provide cognitive stimulus to employees, which in turn could change their attitudes toward work including employee engagement. The purpose of this study is to determine the effectiveness of storytelling as an intervention tool for increasing employee engagement in one of the state-owned enterprises (SOEs) in West Java, Indonesia.

This study uses a quantitative method. Employees from a West Java branch of large SOEs were randomly assigned into experimental and control groups. The research design used a pretest and a post-test with an expressive writing method to identify the extent of employee engagement by comparing participant groups and measuring the increase of employee engagement as a result of the storytelling intervention. The experimental group participated in three storytelling sessions that had been set up by panels of experts, while the control group was not given any treatment. The expressive writing analysis was conducted using software that has been developed and tested for validity and reliability. Furthermore, statistical analysis was used to test the results of expressive writing scoring to determine the impact of storytelling interventions.

Direct storytelling is proven to be one of the most effective methods of increasing employee engagement in one of the SOEs in the West Java region. The results of this study showed that there were differences between the experiment and control groups after experiencing a direct storytelling intervention where there was a significant increase in the dimensions of employee engagement. Participants in experimental group had higher scores than participants in control group in most of the employee engagement dimensions. Additionally, expressive writing methods are also proven to be able to provide a stimulus for employees in expressing thoughts, perceptions and motivations for employee engagement in the company.

As direct storytelling has not been frequently used, especially to improve employee engagement, more studies should be conducted in various settings, with different measurement tools, and in a more controlled environment to confirm the effects of the intervention.

This paper provides insight into how companies can use direct storytelling to improve the dimensions of employee engagement. Additionally, this research can also be used as a reference by companies in Indonesia, especially SOEs, for applying the same method in an effort to improve work-related attitudes, such as employee satisfaction and organizational commitment.

This study raises social implications in which employees enthusiasm increases in improving personal relationships between employees and storytellers, who are middle or upper management employees. In addition, employees also more appreciate their struggles when starting their careers, so they care more about increasing their role and involvement in the company.

This paper provides resources and information for companies and organizations to improve employee engagement through the implementation of direct storytelling. The focus of this paper is to gain information on the role of direct storytelling in improving employee engagement within a company or organization.

Start-ups are the new avenues for innovation and employment. Strategic management is critical for employee engagement and skill development of start-ups. This study aims to understand the impact of strategic management on employee engagement and skill development.

The study attempts to identify principal factors of strategic management influencing employee engagement and skill development. Structural equation modeling has been used to understand effects of the study.

The study results have shown the challenges concerning employee skill development and reflected on importance of the employee engagement programmes for the growth of the human resource in the start-ups.

The study has confined to strategic management for employee engagement and skill development. However, studies related to challenges encountered by start-ups in the specific areas of marketing, operations and finance, etc. would provide more detailed impact on the growth of start-ups.

This study provides an insight into strategic management for employee engagement and skill development. The results would provide directions for improving strategy management from the perspective of employee engagement and skill development.

The study on start-ups provides a direction to the owners of start-ups to understand the importance of strategic management and human resource management for building strong enterprising which can provide employment opportunity for the youth of the nation and improve the society at large.

This paper is an attempt to provide directions for managing challenges from the perspective of employees’ engagement and skill development, which is essential for growth and sustainability in the future.

The paper aims to considering quality that comes from quality employees taking discretionary efforts, having right perception towards quality, getting satisfied from their contribution. Exploring the relationship of engagement, perception and satisfaction, and mapping the levels and identifying managerial implications for improving the levels.

William Kahn’s employee engagement dimensions, Parasuraman and Zeithaml’s quality dimensions and Harter et al.’s satisfaction dimensions applied and variables framed in health-care context, tested and applied. Survey data collected from randomly selected medical and non-medical employees from south Indian state Tamil Nadu health-care organizations, using structured questionnaire.

Age, experience and roles of the respondents in work have a significant association with the levels. It explores a significant positive relationship of perception, engagement and satisfaction. The study explores an average 28% of employees have high level of engagement, perception (18%) and satisfaction (22%), and the rest fall under moderate and low levels. The roles of the respondents significantly predict the levels.

The study focuses on engagement, perception and satisfaction of employees, not of patients. It registered the responses of trained physicians, nurses and administrative staff. It illustrates human resource strategic importance to improve the levels concerning quality measures.