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Article
Publication date: 20 February 2024

Almina Bešić, Christian Hirt and Zijada Rahimić

This study focuses on HR practices that foster employee engagement during Covid-19. Companies in transition economies are particularly vulnerable to crisis and downsizing and…

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Abstract

Purpose

This study focuses on HR practices that foster employee engagement during Covid-19. Companies in transition economies are particularly vulnerable to crisis and downsizing and other recessionary practices are frequently used.

Design/methodology/approach

Drawing on the model of caring human resource management, we utilise interviews with human resource representatives of 10 banks in the transition economy of Bosnia and Herzegovina. We analyse the banks at two different times to demonstrate how and why companies adapt their HR practices.

Findings

Our findings show a changing mindset in the deployment of highly context-specific HR practices. Strengthening company culture through a sense of community and communication ensure stability and continuity in work. Rather than layoffs, flexible work has become standard.

Practical implications

By highlighting the interplay between HR practices and employee engagement, we contribute to the discussion on engagement in exceptional circumstances and challenging settings and demonstrate how caring responsibilities “migrate” into HR practices in the professional context of a transition economy.

Originality/value

We propose a context-specific “protective caring approach” to foster employee engagement during crises.

Details

Employee Relations: The International Journal, vol. 46 no. 9
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 25 January 2024

Yuvika Singh and Shivinder Phoolka

This study aims to explore the mediating role of employee work engagement in the relationship between training and creativity in the education sector in India.

Abstract

Purpose

This study aims to explore the mediating role of employee work engagement in the relationship between training and creativity in the education sector in India.

Design/methodology/approach

The sample for this study consisted of 260 faculty members from 11 public universities in the Punjab region. Partial least squares-structural equation modeling (PLS-SEM) was utilized to test the hypotheses.

Findings

The results of the study revealed that training has a significant direct and indirect effect on employee creativity through employee work engagement. The findings suggest that training can stimulate work engagement, highlighting the importance of fostering employee engagement for enhancing creativity.

Research limitations/implications

While the method used in this study may not facilitate direct generalizations, it offers valuable insights into prevalent discursive strategies found in numerous contemporary public organizations.

Practical implications

The findings offer insights for designing targeted training interventions to enhance work engagement and foster creativity among faculty members in the education sector.

Originality/value

This study contributes to the existing literature by addressing a gap in research on the interaction between training, work engagement and creativity. As there have been limited studies on this topic in the education sector in India, this research provides novel insights and extends the understanding of how these variables are related.

Details

International Journal of Educational Management, vol. 38 no. 2
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 2 February 2024

Gráinne Hickey, Yvonne Leckey and Sinead McGilloway

Parenting programmes are increasingly a feature of services and policies aimed at improving outcomes for children and families and tackling inequality, yet they remain underused…

Abstract

Purpose

Parenting programmes are increasingly a feature of services and policies aimed at improving outcomes for children and families and tackling inequality, yet they remain underused. This study aims to assess parent engagement and retention in the parent and infant (PIN) programme – a universal, multi-component intervention designed to support parents from birth to when their children reach two years of age. The programme can be tailored to parent/community needs but also includes standardised core elements including two Incredible Years parenting programmes. Programme provider perspectives on recruiting and supporting participation were also explored.

Design/methodology/approach

A mixed methods study was conducted involving parents (n = 106) and programme providers involved in the PIN programme. Logistic regression analyses were used to assess the impact of participant demographic characteristics on the likelihood of programme engagement and attendance. Semi-structured interviews explored facilitators’ experiences of parent recruitment and engagement, as well as barriers and facilitators of parental attendance.

Findings

First-time mothers were more likely to initially enrol in the PIN programme than younger or lone parents. However, older age and married/cohabiting status were the strongest predictors of attending at least one-third of programme sessions. Qualitative findings highlighted the importance of relationship building and connection in supporting participant recruitment and engagement. Practical and psychological barriers to programme participation are also described.

Originality/value

The findings shed light on factors that influence engagement and attendance in universal, early parent support programmes. Barriers to parent engagement are multi-layered and tailored strategies to promote uptake of parenting programmes are needed.

Details

Journal of Children's Services, vol. 19 no. 1
Type: Research Article
ISSN: 1746-6660

Keywords

Article
Publication date: 26 January 2024

Ram Shankar Uraon and Ravikumar Kumarasamy

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job…

Abstract

Purpose

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Design/methodology/approach

A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.

Findings

This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.

Research limitations/implications

The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Practical implications

This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.

Originality/value

This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Details

Employee Relations: The International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 11 April 2016

Jay Romans and Jeff Tobaben

Leadership is about mobilizing self and others to attain a common purpose. The actions chosen to accomplish this are guided by a set of core values. Yet many companies lack the…

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Abstract

Purpose

Leadership is about mobilizing self and others to attain a common purpose. The actions chosen to accomplish this are guided by a set of core values. Yet many companies lack the investment in establishing a common purpose and set of core values. Effective leaders use the principle of purpose to establish a direction that will motivate and capture the energy of those needed for success. In other words, they build engagement. The key to having an engagement culture is the top team. Organizations that have strong engagement cultures are populated with senior leaders that make everyday – and everyone – count daily. The purpose of this paper is to discuss the four key principles that must be deployed to build an engagement culture.

Design/methodology/approach

There are a wide variety of engagement/culture surveys on the market today, but the real key to having an engagement culture is the top team. Effective leaders constantly seek out new ways to improve. They use the principle of purpose to establish a direction that will motivate and capture the energy of those needed for success. They demonstrate stewardship, provide feedback and consistently inquire into the quality of their plans, as well as the effectiveness of their organizations and their own leadership. The approach of this paper requires four key principles to be deployed to build an engagement culture: align the top team through the development of a core purpose; senior leaders embrace stewardship; senior leaders practice feedback; and senior leaders model caring and listening.

Findings

To build a culture of engagement, leaders must require that developing engaged work teams be a part of the business strategy. This means engagement becomes the way the company operates, not something done in addition to the company’s work. In other words, it is a fundamental tenet of the company that business performance is achieved by leveraging the organization’s human capital. High-performing leaders make employee engagement non-negotiable, by establishing two things: importance and accountability. Organizations that have strong engagement cultures are populated with senior leaders that make everyday – and everyone – count daily. If an organization is to build a culture of engagement, then it must first be modeled by leaders. These leaders are not afraid of tough questions, comments or challenges. They seek out those who will engage in the tough conversations to build their capability and that of the organization.

Originality/value

High-performing leaders make employee engagement non-negotiable, by establishing two things: importance and accountability. The approach of this paper involves leveraging the talents of the organization’s employees and engaging them to produce stronger business performance. The world’s best-in-class organizations understand that human capital yields organic growth and creates brand loyalty. When senior leaders align their top team through the development of an engaged workforce, we then see an engagement culture emerge that drives business performance and creates a true competitive advantage for the organization.

Details

Strategic HR Review, vol. 15 no. 2
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 complex…

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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 employees’ engagement 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: 1 January 2013

Angela Baron

This paper aims to discuss how and with what employees engage at work. It seeks to offer an explanation of “locus of engagement” – what aspects of their work individuals engage…

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Abstract

Purpose

This paper aims to discuss how and with what employees engage at work. It seeks to offer an explanation of “locus of engagement” – what aspects of their work individuals engage with to a lesser or greater extent – and “emotional” and “transactional” engagement – demonstrating that people can engage at different levels, both of which might result in performance but also in very different behaviors.

Design/methodology/approach

The paper is based on research completed for CIPD by The Kingston Engagement Consortium drawing on both quantative and qualitative data collected from member companies over a six‐year period of study.

Findings

The paper argues that managers need a deeper understanding of how employees are engaging with their work to effectively leverage performance through engagement. It finds that despite much work on engagement, the issues of with what and at what level people are engaging is still relatively unexplored. It also finds that how and with what people engage can have implications for their performance and other behavior which will impact on the success of the organization.

Originality/value

This has practical implications for managers and demonstrates that engagement surveys alone will not give sufficient information to enable them to manage engagement effectively.

Details

Strategic HR Review, vol. 12 no. 1
Type: Research Article
ISSN: 1475-4398

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 that is…

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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: 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 professionals…

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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 September 2007

Richard McBain

Dr Richard McBain of Henley Management College’s HR Centre of Excellence discusses the findings of research into current employee engagement practice at 10 organizations and puts…

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Abstract

Dr Richard McBain of Henley Management College’s HR Centre of Excellence discusses the findings of research into current employee engagement practice at 10 organizations and puts forward a resulting model of engagement and commitment. He argues that while employee engagement is a desirable goal, it should not become an end in itself ‐ organizations need to keep it within a strategic context.

Details

Strategic HR Review, vol. 6 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

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