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Translating Employee Engagement Research into Practice
... Second, earlier studies focussed primarily on increasing employees' work engagement (Guan and Frenkel, 2018;Karadas and Karatepe, 2019;Memon et al., 2020;Zhang et al., 2018), while ignoring organisational engagement (Fletcher and Schofield, 2019). As employees need to perform multiple roles in the organisation, both organisational and work engagements are important (Saks, 2006(Saks, , 2017. According to Saks (2017), work engagement is "the relationship between an employee and his or her job' and organisational engagement is an 'individual's' role, responsibility, and tasks associated with one's membership in an organisation" (p. ...
... As employees need to perform multiple roles in the organisation, both organisational and work engagements are important (Saks, 2006(Saks, , 2017. According to Saks (2017), work engagement is "the relationship between an employee and his or her job' and organisational engagement is an 'individual's' role, responsibility, and tasks associated with one's membership in an organisation" (p. 79). ...
... 40). Nevertheless, this study prefers to use work engagement, which some called job engagement (Saks, 2006) or work engagement (Schaufeli and Salanova, 2011), while Saks (2017) used the terms interchangeably. ...
Purpose
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.
Design/methodology/approach
Through random sampling, 434 customer-contact frontline employees from five-star hotels in Malaysia participated in the cross-sectional survey.
Findings
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.
Practical implications
HR practices and employees' psychological states are necessary in ensuring positive employee outcomes and improving customer service provision.
Originality/value
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.
研究目的
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。
研究方法
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。
研究結果
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。
研究的原創性
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。
研究給予的啓示
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。
... When employees experience these foundational conditions of meaningfulness, safety, and availability, their engagement has been linked to individual outcomes such as retention, discretionary effort, job performance, organizational commitment, organizational citizenship behavior (5,28,29 [p. 117]), and organizational outcomes including customer satisfaction, profitability, productivity, and safety (30,31). ...
... The findings are consistent with Barrick et al. (10) that COE is an organization-level construct that can be used to positively influence organizational performance outcomes. Barrick et al. (10) and other scholars have theorized that COE has an effect that is contagious and that the high engagement of one employee in a department may positively influence his or her co-workers to also become engaged, which can be instrumental in influencing performance outcomes such as customer service (31). ...
... A key implication of this research for hospital leaders is that employee engagement and patient experience enhancement initiatives should be strategically integrated. Hospital leaders should ensure that these 2 types of programs are designed in an integrated, coordinated effort and not developed in 2 separate silos within a hospital organization (31,53). In addition, many of the employee engagement improvement initiatives at acute care hospitals are focused on clinicians, especially nurses (54,55), often overlooking other key employees who augment patient experience such as cooks, housekeepers, and those who work in billing and admitting (39). ...
The concept of employee engagement has garnered considerable attention in acute care hospitals because of the many positive benefits that research has found when clinicians are individually engaged. However, limited, if any, research has examined the effects of engaging all hospital employees (including housekeeping, cafeteria, and admissions staff) in a collective manner and how this may impact patient experience, an important measure of hospital performance. Therefore, this quantitative online survey-based study examines the association between 60 chief executive officers' (CEOs') perceptions of the collective organizational engagement (COE) of all hospital employees and patient experience. A summary measure of the US Hospital Consumer Assessment of Healthcare Providers and Systems survey scores was used to assess patient experience at each of the 60 hospitals represented in the study. A multiple linear regression model was tested using structural equation modeling. The findings of the research suggest that CEOs' perceptions of COE explain a significant amount of variability in patient experience at acute care hospitals. Practical implications for CEOs and other hospital leaders are provided that discuss how COE can be used as an organizational capability to influence organizational performance.
... Nevertheless, despite this sustained importance and relevance, there remains a notable research-practitioner gap in terms of operationalizing the construct, as well as its effective measurement (Bailey 2016;Saks 2017). Indeed, scholars (e.g., Macey and Schneider 2008;Mills et al. 2013;Saks 2017;Shuck et al. 2017) have consistently lamented that, although engagement is relatively easy to recognize, it has been difficult to define and consistently measurean issue that Saks (2017) calls "the engagement measurement barrier" (p. ...
... Nevertheless, despite this sustained importance and relevance, there remains a notable research-practitioner gap in terms of operationalizing the construct, as well as its effective measurement (Bailey 2016;Saks 2017). Indeed, scholars (e.g., Macey and Schneider 2008;Mills et al. 2013;Saks 2017;Shuck et al. 2017) have consistently lamented that, although engagement is relatively easy to recognize, it has been difficult to define and consistently measurean issue that Saks (2017) calls "the engagement measurement barrier" (p. 77). ...
... Nevertheless, despite this sustained importance and relevance, there remains a notable research-practitioner gap in terms of operationalizing the construct, as well as its effective measurement (Bailey 2016;Saks 2017). Indeed, scholars (e.g., Macey and Schneider 2008;Mills et al. 2013;Saks 2017;Shuck et al. 2017) have consistently lamented that, although engagement is relatively easy to recognize, it has been difficult to define and consistently measurean issue that Saks (2017) calls "the engagement measurement barrier" (p. 77). ...
Taking a multifaceted approach toward establishing validity, we present evidence from four independent samples supporting the efficacy of a short-form (three-item) version of the Utrecht Work Engagement Scale. The measure provides a psychometrically sound instrument to facilitate both complex and longitudinal research designs on engagement, as well as in practice, where parsimony is vital. To this end, we examine the short-form measure for measurement invariance based on a large heterogeneous sample (Study 1 Sample 3), as well as temporal invariance based on six waves of data with two-week lags between assessments (Study 2). As such, to demonstrate the utility of the short measure, we provide a within-individual test of the concept of gain spirals within conservation of resources theory (Study 2) wherein we introduce the notion top-down versus bottom-up gain spirals. Collectively we present strong validity evidence for the short-form measure such that it is applicable for both practitioners and academics alike.
... This research provided further understanding about the concept and dynamics of positive organisations from the employees' perspective. Equally important was to point out how enthusiasm: as meaningful a resource it is, is inadequately noticed, recognised, and led in educational organisations (Owens et al. 2016;Saks 2017) According to this research, VETs' enthusiasm was best enabled by such positive leadership and organisation that supported development, paid attention to teachers' strengths, and promoted positive interaction and collaboration. Therefore, positive leadership and organisation make an important wellbeing factor (e.g., Salmi et al. 2014). ...
... Enthusiastic, positive teachers are active agents of change (see also Lam et al. 2010;Macey & Schneider 2008)! It would be important to connect factors promoting enthusiasm to the organizational strategies, processes, and systems (Albrecht et al. 2015;Guest 2014;Saks 2017; see also Thompson et al. 2015). ...
... Educational organisations, as they are so massive, stiff, and hierarchical, may find leading enthusiasm challenging, because rigid structures are the main destroyers of creativity, innovation, and work engagement in teachers (Gittell 2012;Saks 2017). Therefore, it would be reasonable to critically evaluate the benefits of cuts and centralisation of educational units if these actions limit the conditions of enthusiasm (see also Day 2002). ...
The purpose of this research was to analyse vocational education teachers’ (VET) perceptions of enthusiasm at work. The analysis leaned on positive organisational theory and an index called PRIDE. Finnish VETs (N=15) who described themselves as enthusiastic teachers were interviewed with a themed interview method. The analysis followed the principles of qualitative content analysis. The data were categorised in a theory-based manner into the elements of PRIDE theory: positive practices, relationship enhancement, individual attributes, deviant leadership, and emotional well-being. According to the findings, the elements of PRIDE appeared interconnected in a manner that could be enhanced through leadership and organisation of work. Three themes appeared common to all elements: opportunities for development and to develop work, recognition and use of strengths and potential, and enhancement of interaction and collaboration. The research brought important information about how VETs could cope with the current changing work, and maintain their enthusiasm during the reform process of vocational education taking place in Finland. In addition, suggestions were made on how to lead and enhance teacher enthusiasm as a part of renewing vocational teaching.
... Récemment, des spécialistes de la GRH (Truss et al., 2013 ;Bailey et al., 2017 ;Saks, 2017) ont pris du recul pour s'extraire des différentes significations, courants théoriques et débats sur l'engagement, pour considérer désormais globalement l'engagement comme pouvant être managé à partir de pratiques (engagement as management practice). Dans ce courant de recherche en émergence, qui a consisté jusqu'à ce jour en des études de cas qualitatives, l'engagement des salariés au travail est appréhendé comme une approche adoptée par les organisations pour gérer leurs ressources humaines plutôt qu'un état psychologique vécu par les employés dans l'exercice de leur travail. ...
... Pour conclure notre analyse de la littérature, notre recherche se positionne dans le courant émergeant du management de l'engagement des salariés au travail (Rich et al., 2010 ;Barrick et al., 2015) en prenant pour cadre de référence la communication interne d'entreprise. Plus précisément, nous inscrivons notre recherche dans le courant de l'engagement as management practice (Truss et al., 2013 ;Bailey et al., 2017 ;Saks, 2017) en portant une attention toute particulière aux outils, dispositifs et pratiques de communication interne mis en place par les entreprises pour manager l'engagement de leurs salariés. Ces pratiques s'inscrivent dans la perspective fonctionnaliste de la communication interne d'entreprise, incluant à la fois la communication instrumentale (à travers les outils de diffusion des informations) et la communication interactionniste (à travers les dispositifs de consultation et les pratiques de participation). ...
... Ces pratiques de participation permettent au salarié de se positionner dans son environnement organisationnel et de prendre part aux actions collectives, favorisant ainsi son engagement individuel et par conséquence la performance de l'entreprise (Kompaso et Sridevi, 2010). En outre, notre recherche vient enrichir les études récentes, exploratoires et qualitatives du courant émergeant du management de l'engagement des salariés au travail (engagement as management practice), dont l'objectif est de faire en sorte que les salariés restent ou deviennent engagés au travail (Bailey et al., 2017 ;Saks, 2017). Notre conceptualisation de l'engagement est dès lors distincte de l'engagement en tant qu'état psychologique, et se situe plus clairement dans le champ d'intérêt établi autour de la participation et de l'implication des salariés. ...
Cet article vise à mieux comprendre l’influence de la communication interne d’entreprise, à travers ses pratiques de diffusion, consultation et participation, sur l’engagement des salariés au travail. Pour ce faire, nous avons eu recours aux données de l’enquête REPONSE 2010-2011 réalisée dans la période récente de crise économique et sociale. À partir d’un échantillon de 11 334 salariés de 3 642 établissements français du secteur marchand non agricole, nos résultats montrent une influence positive de la communication interne d’entreprise sur l’engagement des salariés au travail, du point de vue de leur satisfaction au travail, comme du point de vue de leur adhésion aux objectifs de l’entreprise. Nos résultats mettent également en évidence que les pratiques participatives de communication interne sont des leviers du management de l’engagement des salariés au travail. Dès lors, nous recommandons aux dirigeants, DRH, responsables de la communication interne et managers, tout d’abord, d’adopter une communication interne participative et centrée sur les personnes ; ensuite, de renouveler la politique traditionnelle instrumentale de la communication interne en ne la pensant plus de manière isolée et suffisante mais systématiquement combinée à des pratiques interactionnistes et notamment participatives.
... Globally, work engagement is increasingly recognized as the key to organizational competitive advantages and business profits in general [1], and in hospitality and tourism organizations, in particular (e.g., [2,3]). Hotel organizations, for example, are people-based, labor-intensive, and service-oriented, and therefore, their business success is largely dependent upon their engaged employees (e.g., [4]). ...
... Despite its importance, the levels of work engagement are continuously reported in industry surveys to decline among workers worldwide [1]. Only 24% of the employees in Southeast Asian countries, for instance, are engaged at work [10]. ...
The sustainable competitiveness of an organization is largely dependent upon its effectiveness in developing and maintaining high levels of socializees’ work engagement. Based on COR (conservation of resources) theory, the present study proposes an integrative model of work engagement pathway to organizational socialization. LMX (leader–member exchange) is seen to create fertile or infertile ground for the creation or limitation of six adjustment-specific resources (e.g., task mastery), which in turn affect work engagement. SmartPLS 3.0 is employed to analyze the data with 455 respondents from 15 luxury hotels on China’s Hainan Island. As a result, the six adjustment-specific resources collectively and fully mediate the LMX–engagement relation. LMX positively influences all six adjustment-specific resources, which then either directly or conditionally affect work engagement. While engagement’s relationship with task mastery is moderated by income, its relationship with fitting in is moderated by line vs. staff department. The foregoing findings are exploratory and insightful, particularly considering that the work engagement pathway to organizational socialization has become a new paradigm with important implications for theory, research, and practice.
... The literature advocates that the commitment, the employees' attitudes, and feelings toward their employer (Kim, 2020;Saks, 2017), have strong prediction capability for performance (Al-Hussami et al., 2018;Aslam et al., 2020;Saleem et al., 2019) and a source of realizing competitive advantage (Alserhan & Shbail, 2020). However, after flurry of reports that embark on employee engagement literature, there is a surge of other studies that continue to reveal the present realties of growing number of disengaged and barely committed employees, which has become a gnawing concern for many practitioners and higher-level authorities in the corporations worldwide (Alserhan & Shbail, 2020;Aşçı, 2020;Saks, 2017) and worthy of further research inquiry. ...
... The literature advocates that the commitment, the employees' attitudes, and feelings toward their employer (Kim, 2020;Saks, 2017), have strong prediction capability for performance (Al-Hussami et al., 2018;Aslam et al., 2020;Saleem et al., 2019) and a source of realizing competitive advantage (Alserhan & Shbail, 2020). However, after flurry of reports that embark on employee engagement literature, there is a surge of other studies that continue to reveal the present realties of growing number of disengaged and barely committed employees, which has become a gnawing concern for many practitioners and higher-level authorities in the corporations worldwide (Alserhan & Shbail, 2020;Aşçı, 2020;Saks, 2017) and worthy of further research inquiry. ...
Leadership styles have direct impact on employee commitment and may influence organizational sustainability. Previously the positive aspects of leadership are highlighted, and negative aspects still need to bring to light. This study aims to examine the relationship of abusive leadership and organizational commitment of bank employees where in employee’s emotional intelligence acts as a mediator. A sample of 255 bank employees was selected and their responses were gathered through closed-ended questionnaires. PLS—SEM was used for analysis by using SmartPLS Ver. 3.0. The results show that the abusive behaviors disrupt organizational commitment of bank employees. Despite the fact that emotional intelligence mediates the relationship but could not turn organizational commitment to positive due to strong negative intensity of abusive leadership. This study therefore recommends that employee commitment is likely to be achieved when the negative effects of abusive leadership can be weakened through using emotional intelligence by the bank employees. The paper selected a sample from banking sector from a developing country and tested a model empirically. The findings are novel to highlight the presence of abusive/toxic leadership in the banks.
... Although there are countless articles and reports produced to show how raised levels of engagement can lead to organizational profitability and competitiveness (Attridge, 2009;Bailey, Madden, Alfes, & Fletcher, 2017) and how firms benefits on financial performance through engaged workforces (Saks, 2017), engagement surveys continue to record the descent in engagement levels and the deepening disengagement among employees worldwide (Saks, 2017). In a recent survey, Gallup has reported a pressing dilemma on engagement issue by showing the percentage of "engaged" U.S. workers are only at 34% and the percentage who are "actively disengaged" is at 13%. ...
... Although there are countless articles and reports produced to show how raised levels of engagement can lead to organizational profitability and competitiveness (Attridge, 2009;Bailey, Madden, Alfes, & Fletcher, 2017) and how firms benefits on financial performance through engaged workforces (Saks, 2017), engagement surveys continue to record the descent in engagement levels and the deepening disengagement among employees worldwide (Saks, 2017). In a recent survey, Gallup has reported a pressing dilemma on engagement issue by showing the percentage of "engaged" U.S. workers are only at 34% and the percentage who are "actively disengaged" is at 13%. ...
... The most known of them, at least in North America, is the Gallup Q12. It is a survey with twelve (12) questions applied to the employees, in a volunteering way and anonymously. According to the 2017 Gallup Q12 report, 70% of the employees are not actively engaged in the U.S.A. ...
... • The newest definition found during the literature review is provided by Saks (2017) where after an indepth analysis he defines engagement like the union of three areas that "involves a holistic investment of the entire self, focuses on work performed on a job, and involves a willingness to dedicate physical, cognitive, and emotional resources to one's job. " [12] The definition from Saks is based in one of the pioneer definition about engagement, provided by Kahn: ...
... Employee engagement represents an employee's enthusiasm, passion and commitment to their work and to the organization, the willingness to invest themselves and expand their discretionary effort to help the employer succeed [2] Employee engagement encompasses a willingness to work toward the successful achievement of work role and organizational goals [3]. In the practice-based case for employee engagement has been well-articulated and, it is no wonder that employee engagement has become a high priority, for organisations and the key to competitiveness and effectiveness making it the most important issue among human resources professionals [4]. In hospital, employee engagement, especially health workers' engagement is the key in providing successful quality service and patient safety as well as having a significant effect on absenteeism and turnover of employees [5]. ...
Many researches of employee engagement proved that engagement is an important factor in providing successful quality services in hospital. Engaged health workers who are energized, loyalty, dedicated, absorbed in their work have an important role in accelerate patient healing, tackling the shortage of health workers and sustainable cost efficiency. The purpose of this study is to find out the effect of organizational culture and servant leadership on health workers engagement in public hospital. The survey method design was used in the study to a public hospital in Tasikmalaya city, Indonesia. The Likert-scale questionnaires was used to measure the strength of 75 health workers’ engagement, organizational culture and servant leadership. The study had generated finding that the public hospital culture and the servant leadership of health workers have significant and positive effect to the health workers’ engagement. In addition, the effect of servant leadership was stronger than the organizational culture. Based on the result of research, it is necessary to develop servant leadership qualifications by increasing the spirit of supervisor service and fostering work-values based culture of the hospital to improve health workers’ engagement.
... Currently, there are numerous and growing literature regarding the study of Collective Organizational Engagement (COE). Some research that are worthy of mention are those on engaging employees in disengaged organization (Holger Sieverta & Scholzb, 2017); innovation method to leverage employee engagement (Borkowska & Czerw, 2017;Rao, 2017); how to stimulate employee engagement (Eldor & Vigoda-Gadot, 2016); international communication to encourage engagement (Holger Sieverta & Scholzb, 2017); how to encourage voluntary engagement (Jiang & Men, 2015); the character of employee engagement (Eldor & Vigoda-Gadot, 2016); organizational culture engagement (Jordi & Trullen Joana Story 2016); justice on job engagement (Özer, Uğurluoğlu, & Saygılı, 2017); terms of engagement (Smith & Gallicano, 2015); translating the engagement (Saks, 2017); organizational roles and engagement (Borkowska & Czerw, 2017); cultures of engagement (Bloemraad & Terriquez, 2017); creating engaged employees (Jiang & Men, 2015); investigating the organizational engagement (Verčič & Vokić, 2017); and the impact of bureaucracy on good governance (Arwanto & Anggraini, 2022). ...
To increase the awareness on the role of employee engagement besides the individual analysis level and a lack of studies focused on the employee’s involvement at the level of organizational, the study aims at investigating the antecedents of COE as mediating variable to increase the organizational performance. The study was conducted for 6 months to enable a deep understanding and evaluation on organizational performance. A non-purposive sampling with purpose sampling technique deployed with multi resources respondent represented organizations method (top manager, middle managers, head department and selected employee). Data analyzed for 380 respondents with Structural Equation Modeling with AMOS 22. Statistical outputs described that the green work design, OCB Organizational Resources, and Innovative Concordance Culture highly considered as the antecedent of COE in developing the organizational performance. The findings also claimed that all hypotheses proposed are accepted. This study strengthens the relationship between the COE and HRM and Enbridge the gaps existed which is informed and extended the area of field research. In another hand, this research contributed on engagement in some ways, such as extending the study on the engagement in the level of organization and provided the solutions secondly, investigating the COE as a main mechanism of the most crucial human resources. This research also developed the antecedents of COE and also highlighted how the top management could strategically increase the performance based on the organizational resources and the leverage the collective engagement continuously pursuit the strategic organizational goals.
... Furthermore, Garg et al. (2017) found that a higher level of employee engagement leads to less absenteeism, emotional burnout symptoms, physical burnout symptoms, better health, and wellbeing. Moreover, a study shows that employees' work engagement has an effect on a company's bottom line and is strongly related to business performance (Saks, 2017). However, there is still rare evidence of how older employees have adapted to the challenges of new working practices during the COVID-19 epidemic and how the agile leadership practices could potentially lower the risk of burnout and increase the work engagement of older employees. ...
The main aim of this study was to analyze the effects of availability of key information and intergenerational leadership on burnout divided into physical symptoms of burnout and emotional symptoms of burnout and work engagement regarding the firm size during the coronavirus disease 2019 (COVID-19). The empirical study included 583 older employees in Slovenia who participated in the survey during the COVID-19 pandemic. Structural equation modeling was used to explore the effects between constructs. We analyzed structural paths for the entire sample and for the two groups (small and large companies). According to the results concerning both groups, the impact of the availability of key information on emotional burnout is negative only for small companies. Contrary to that the negative impact of intergenerational leadership on emotional burnout is much stronger in large companies. Concerning the impact of physical burnout on emotional burnout, the positive impact of physical burnout exists in both types of companies but is stronger in small companies. The findings will contribute to a clearer picture and the adoption of further measures to prevent burnout in the workplace and increase work engagement concerning the firm size, especially during the COVID-19 pandemic.
... All elements regarding managerial synapse motivation demonstrate that this new managerial mechanism is able to contribute to a large extent to the individual stakeholders' engagement, which is very beneficial for the company. A research conducted in the last few years has proved that organizations with engaged employees have three times higher profit margins than those with disengaged employees (Sacks, 2017). ...
In December 2021, Routledge Publishing House has published the book STAKEHOLDER AND SOCIAL RESPONSIBILITY: CONCEPTS, APPROACHES AND TOOLS IN THE COVID CONTEXT, which contains a set of original conceptual–methodological elements that are quite different from the present approach in practice and in the management literature. The following are the primary innovative contributions:
• A new vision and new management paradigm of ‘manager–relevant stakeholder’ instead of ‘manager–subordinate’;
• Two innovative managerial mechanisms – managerial synapse and a company relevant stakeholder-based management system – to implement the new managerial vision and paradigm–managerial synapse;
• A new concept of ‘company relevant responsibility’ instead of ‘corporate social responsibility’; and
• A new concept of ‘pentagon of company relevant stakeholder responsibility’ instead of ‘Carroll’s pyramid of CSR’.
These innovative elements have been conceived to take into consideration the recent changes in the contexts of digital transformation, transition to the knowledge-based economy and the impact of the Coronavirus pandemic.
... All elements regarding managerial synapse motivation demonstrate that this new managerial mechanism is able to contribute to a large extent to the individual stakeholders' engagement, which is very beneficial for the company. A research conducted in the last few years has proved that organizations with engaged employees have three times higher profit margins than those with disengaged employees (Sacks, 2017). ...
... Notwithstanding, most of the studies agrees that the main indicators of work engagement was introduced by Schaufelli, Salanova, Gonzales-Roma, & Baker (2002) who identified vigour, dedication and absorptions as critical dimensions of work engagement in their Utrecht Work Engagement Scale (UWES). Saks (2017) noted that workers who are engaged want to contribute, have a sense of belonging, advocate for the organization, work harder and don't have intention to turnover to other organizations. In the same vein, employees who are not engaged cause a gap between employees' effort and their organizational effectiveness which significantly has impact on firms' performance. ...
This study empirically examined the relationship between work engagement and individual work performance of microfinance banks in Rivers State. The population of the study consist of employees of 10 microfinance banks in Rivers State; the study adopted a simple random sampling method to administer 150 copies of questionnaire to employees. After data collation and examination, 144 copies were found usable for analysis and were analyzed using Pearson Product Moment Correlation Coefficient from which the formulated hypotheses were tested. The outcome of the analysis shows that the dedication has more correlation with adaptive performance than other constructs under study. The study concludes that work engagement is positively correlated with on the degree of individual work performance among microfinance banks in Rivers State, Nigeria. More so, the study recommended that managers of microfinance banks should provide more job resources such as travel and health allowances to boost employees negative attitude especially in a high job demand situation.
... Kahn [19] found that if, on one hand, safe jobs had been anticipated, and valued the employees' principles and opinions, worth, on the other hand, increases their efforts and strength. Chalofsky [61] also adds that there is a higher chance for meaningfulness to happen at the place of work if only the employee's values match the employer's values, while Saks [62] goes further by stating that if the employees ready psychologically and their workplace offers them safety and meaningfulness, then they will be increasingly more involved and productive in their work. Therefore, it can be clearly deduced that work engagement cannot be attained when the values of an organization do not match those of the employees. ...
Employee engagement has attracted widespread interest over the past twenty years from the practitioner network and researchers. It is claimed that organizations that focus on growing an engagement culture will result in increasing employee productiveness, the fulfilment of the organizational objectives, and competent employee retention. However, the fundamental issues revolving around the meaning and key antecedents of employee engagement nevertheless require similar research interest [2]. The Saudi Banks are an important component of Saudi Arabia’s financial system. In light of the emerging high volume of business activities, Saudi Banks are keen to inspire worker participation and employee engagement. This behaviour will allow banks to achieve sustainable business development. In response to these issues, the present research offers the possibility to advance the knowledge of organizational culture’s influence on employee engagement. The present research adopts a qualitative approach, and the method used is a grounded theory. The data collection process adopted an issue focused approach. Interviews were conducted with banks managers and their subordinates (male- female). The findings of the present study indicate that the factors that make the greatest contribution to employee engagement were employee satisfaction, achievement recognition, and jobs that were in line with the employees’ competent. Furthermore, the results revealed that the Saudi national culture, which is rooted in Islamic belief, has an influence on employee engagement in Saudi banks. This influence manifested itself as Non-interests bearing transactions, and the female segregation rule. The outcomes of the present research contributes to the existing theory of employee engagement by providing empirical evidence regarding the engagement meaning construct and its distinctiveness from similar, alternative, well-established attitudinal constructs. Furthermore, the present research offers a framework consisting of the themes that emerged from the analysis of the present study, and the proposed interventions to maintain an employee engagement culture. Furthermore, a discussion of the analysis’ limitations and recommendations for future researches will be presented, and a conclusion will be drawn.
... Rewards and recognition systems influence workforce agility and evoke a greater sense of organizational support among employees. Rewards and recognition are positively correlated with employee engagement and performance (Rai et al. 2018;Saks 2017). Rewards are influential for the professional advancement of employees, whereas recognition serves as a part of meaningful work. ...
The retail sector is very labor-intensive, so any disruptions have disproportionate employment consequences. The retail sector also relies on low-wage and part-time, on-call and gig workers who are not well covered by traditional social protection measures, which further strengthens the social consequences of the crisis in this sector. The COVID-19 pandemic has caused a sudden and severe impact on retailers as they experienced a significant shock to both supply and demand on an unprecedented scale, compounded by statutory measures that restricted the movement of people and goods. This research focuses on risk management in the human resources of retailers (i.e., the retail workforce) and analyzes the different types of risks and uncertainties in the retail environment. The deployment of the real options approach in retailing allows retailers to decrease labor costs, enhance employee productivity and improve customer service.
... Rewards and recognition systems influence workforce agility and evoke a greater sense of organizational support among employees. Rewards and recognition are positively correlated with employee engagement and performance (Rai et al. 2018;Saks 2017). Rewards are influential for the professional advancement of employees, whereas recognition serves as a part of meaningful work. ...
... In recent years, in management theory, special attention has been paid to the involvement of employees of the organization, that is, their willingness to fully invest cognitive, emotional and physical energy into their work [26][27][28]. In all spheres of cognitive society, a person has become a full-fledged subject of information activity. ...
... В последние годы в теории управления особо пристальное внимание уделяется вовлечению сотрудников организации -их готовности целиком вкладывать когнитивную, эмоциональную и физическую энергию в работу [26][27][28]. В во всех сферах когнитивного общества человек стал полноправным субъектом информационной деятельности. Однако в сфере защиты информации сложилась устойчивая практика дистанцирования работодателя от сотрудников, которые во всех существующих методиках оценки угроз остаются пассивными объектами управленческих воздействий. ...
На основе статистических данных показано противоречие между увеличением финансовых вложений в информационную безопасность (ИБ) организаций и стабильным ростом угроз ИБ по вине внутренних пользователей. Сделан вывод о когнитивной уязвимости и низкой степени валидности современных методик оценки рисков ИБ. Выявлены стереотипы, следствием которых являются когнитивные ошибки оценивания рисков ИБ: приоритет технической защиты информации от внешних угроз ИБ над организационной и технической защитой от угроз внутренних; недоверие к внутреннему клиенту, восприятие его исключительно как объекта жесткого управленческого воздействия, игнорирование его субъектной роли в управлении ИБ; ограничение работы с персоналом в рамках системы управления ИБ разовыми мерами и статическими критериями оценки человеческих рисков и невнимание к системным мерам и динамическим, ситуационным критериям. Обоснована необходимость обновления стандартов по управлению угрозами ИБ, а также разработки новых методик и средств оценки этих угроз на условиях отказа от устаревших стереотипов.
... It also elaborates that higher employee engagement level results in lower absenteeism and job stress and better well-being and health. Further research shows that employee engagement has an effect on a company's bottom line and is sturdily linked to business performance (Saks, 2017). Employees those dispositional happiness experience at higher level always practice higher levels of employee engagement (Barreiro & Treglown, 2020). ...
In the present business situation during the COVID‐19 pandemic, employee engagement has become one of the utmost prominent primacies for human resource managers and practitioners in organizations due to lockdown. The paper is to determine the engagement of employees by various companies during coronavirus pandemic. Organizations nowadays are constantly developing innovative and effective means to engage the employees during this tough time. This paper is a conceptual paper that is based on various research papers, articles, blogs, online newspapers, and reports of World Health Organization. During this pandemic situation, organizations are evolving many engagement activities like online family engagement practices, virtual learning and development, online team building activities, webinars with industry experts, online conduct weekly alignment sessions, team meet‐ups over video conference for lunch, short online game sessions, virtual challenges and competitions, online courses, appreciation sessions, communication exercises, live sessions for new‐skill training, online counseling sessions, recognition and acknowledgment session, webinars dealing with anxiety and stress, providing online guidance for exercise and meditation, social interactions in a virtual office, classrooms training modules digitally, e‐learning modules, and many more creative learning sessions. Work‐from‐home regime engagement activities are very fruitful for employees as well as for organizations. Those organizations doing these kinds of engagement activities for their employees are learning new skills and developing themselves. Employees are feeling committed to the organization and stay motivated during this tough time of COVID‐19 pandemic.
... There have been many other attempts at definition (see Saks, 2017), but these are among the most popular. Both definitions describe what Macey and Schneider (2008) referred to as state engagement. ...
This chapter provides an evidence-based guide to the design and application of employee engagement surveys. It begins with a discussion of the meaning of engagement and the importance of distinguishing it from related concepts such as job satisfaction and affective organizational commitment. Next, it addresses the question of “engagement with what?” Employees can be engaged (or disengaged) in specific tasks, the job itself, team projects, the organization’s mission, as well as other work and nonwork activities or entities. The behavioral implications of engagement in these various targets can be quite different, so it is important to consider carefully the intended target and the desired objectives of engagement when designing surveys. Finally, the chapter addresses the selection and measurement of key drivers of engagement. This information is useful in designing strategies for maintaining or building engagement. While the popular press is replete with “best practices” for fostering engagement, it is argued here that what works in one context will not necessarily work in another. However, research has identified a set of “best principles” that can be used to guide context-specific interventions. The chapter concludes with a set of recommendations for the design and administration of engagement surveys, interpretation and feedback of the results, and development of intervention strategies.
... It is similar to the opinions of researchers Schaufeli, Salanova, Gonzalez-Roma, & Bakker, (2002). Whereas Khan in Saks (2017) states that employee engagement is the harnessing of organizational members to their work roles and employing and expressing oneself physically, cognitively, and emotionally during role performances. In the opinion of Harter et al., (2002), employee engagement is "the individual's involvement and satisfaction with as well as enthusiasm for work". ...
... The authority ladder also appears to affect how people take responsibility for various tasks and challenges. Previous studies demonstrated that organizations largely drawing on decision-making authority tend to reduce intrinsic motivation, engagement and responsibility among employees (Saks 2017;Wiersma 1992). Similarly, Aghion and Tirole (1997) observed that the more lenient the rules defined by superiors are, the more likely subordinates are to claim more responsibility. ...
The notion of organizational hierarchy is disputed, also in view of the rise of new organizational forms claimed to have 'hierarchies without bosses'. To better understand the contested nature of hierarchy, this essay provides a systemic perspective on organizational hierarchy defined as a sequence, or ladder, of accountability levels. I then argue this ladder can be used in a top-down manner (e.g., as a chain of command), but also in bottom-up ways (e.g., by employees taking charge of higher-level responsibilities). Subsequently, several propositions that may guide future work in this area are formulated and the implications for organization design are fleshed out. Overall, the notion of hierarchy may become less contested by defining it as an accountability ladder which can be instantiated and used in highly different ways.
... Because of the cost of hiring new employees and the uncertainty of the quality of work performance from new employees, organizations strive to enhance employees' desire and motivation to remain in their positions and thereby prevent actual turnover (Cohen & Golan 2007). Factors such as negative work climate can increase turnover intentions (Poghosyan, Liu, Shang, & D'Aunno, 2017), whereas employee engagement has been negatively associated with turnover (Saks, 2017). ...
Background:
Critical access hospitals (CAHs) are small hospitals in rural communities in the United States. Because of changes in rural population demographics, legacy financial obligations, and/or structural issues in the U.S. health care system, many of these institutions are financially distressed. Indeed, many have closed due to their inability to maintain financial viability, resulting in a health care and economic crisis for their communities. Employee recruitment, retention, and turnover are critical to the performance of these hospitals. There is limited empirical study of the factors that influence turnover in such institutions.
Purpose:
The primary purpose of the study was to study relationships between interpersonal support, supervisory support, employee engagement, and employee turnover intentions in CAHs. A secondary purpose was to study how financial distress affects these relationships.
Methodology:
Based on a survey of CAH employees (n = 218), the article utilizes mediated moderation analysis of a structural equation model.
Results:
Interpersonal support and supervisory support are positively associated with employee engagement, whereas employee engagement mediates the relationships between both interpersonal support and supervisory support and employee turnover intentions. Statistically significant differences are found between these relationships in financially distressed and highly financially distressed institutions.
Conclusions:
Our results are consistent with the social exchange theory upon which our hypotheses and model are built and demonstrate the value of using the degree of organizational financial distress as a contextual variable when studying motivational factors influencing employee turnover intentions.
Practical implications:
In addition to advancing management theory as applied in the CAH context, our study presents the practical insight that employee perceptions of their employer's financial condition should be considered when organizations develop employee retention strategies. Specifically, employee engagement strategies appear to be of greater value in the case of highly financially distressed organizations, whereas supervisory support seems more effective in financially distressed organizations.
... One limitation of the temporary nature of online labor-market employees is the lack of existing relationship with the organization. Therefore in this study we adopt a more stateoriented measure of organizational engagement by drawing on literature regarding felt engagement (Saks 2017;Stumpf et al. 2013). The five-item felt-engagement scale was used (Stumpf et al. 2013; e.g., "I feel energized by the work I have done"), with items ranked on a scale of 1 (little or no extent) to 5 (greatly agree; α = 0.95). ...
This research merges literature from organizational behavior and marketing to garner insight into how organizations can maximize the benefits of Corporate Social Responsibility (CSR) for enhanced CSR and organizational engagement of employees. Across two field experiments, the authors demonstrate that the effectiveness of employee co-creation activities in increasing employees’ positive CSR perceptions is moderated by self-construal (i.e., whether an individual views the self as relatively independent from or interdependent with others). In particular, the positive effect of co-creation on CSR perceptions emerges only for employees with a salient interdependent self-construal (either measured as an individual difference or experimentally manipulated). Moreover, the results demonstrate that increased positive CSR perceptions then predict increased CSR engagement and organizational engagement. The research thus highlights the need to consider self-construal when trying to utilize co-creation to predict CSR engagement and organizational engagement, via CSR perceptions.
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.
El objetivo principal del estudio fue identificar los más importantes factores impulsores del compromiso en developers, según la etapa de su carrera (Jr., SSr., Sr.) en una empresa pequeña, con crecimiento exponencial y talento disperso en Latinoamérica: Global Task. En primer lugar, se realizó una investigación del marco teórico relevante sobre compromiso de los empleados, con el desarrollo de las principales teorías y definiciones sobre el compromiso organizacional y de los empleados y caminos posibles para la detección y medición de este en equipos tradicionales y equipos globales virtuales. Para cumplir con el propósito de la investigación se implementó un estudio de caso, en la empresa Global Task a través de la implementación de encuestas a todos sus developers. Finalmente se consiguió identificar los cinco principales factores de compromiso, siendo que la compensación económica y beneficios, junto con las oportunidades de desarrollo de carrera y aprendizaje resultaron ser en general los principales según la etapa de carrera de los developers. También se plantearon estrategias y un plan de acción para mejorar la gestión del compromiso en la empresa.
This study examines the relationship between firms’ employment quality and annual report readability. Using 9,366 U.S. firm-year observations from 1994 to 2018, we find that a favorable employment quality is positively associated with a more readable 10-K report. Such a positive relationship can be observed when firms recruit industry-specialist auditors and when employees are considered important stakeholders to the firm. However, we find a negative association between employment quality and 10-K report readability when there is a presence of firm-level unionization. Our findings inform policymakers that initiatives to promote disclosure readability may be undermined by firms that place less emphasis on employment quality. Further, firm-level unionization can reduce the incentive for firms with a favorable employment quality to provide readable disclosures.
The delivery of added value from complementarity will depend on talented people in a workforce that is fully engaged with the organisation’s vision or mission. In this respect, complementarity results from the interaction of business strategy and management practice—through people—which produces superior outcomes over those that would occur if such strategies or practices had taken place independently of one another. Ideally progression through complementarity would result from an organisational structure that facilitates its execution and a culture that recognises its benefits—a culture of collaboration and cross domain cooperation. This will require deliberate strategies on the one hand, and leaders and managers who have skills to be effective in such an environment on the other. However, neither will be able to deliver the benefits without a third element consisting of talent management and employee or workforce engagement, where the activities of talent management, when combined with and complementary to the activities of employee engagement, produce more than the sum of the benefits of each when treated as singular events. In this context, employee engagement refers to an individual; and workforce engagement applies to the totality of employees in an organisation. Talent management can be exclusive, inclusive, or pluralistic in nature. The complementarities will occur between the two functions and between these and organisational performance.KeywordsTalent managementWorkforce engagementEmployees
All business organisations strive for progression, which means movement towards an objective by converting the energy within from latent potential to actual force, and orchestrating assets and resources in support of this movement. In addition, it means development- providing foundations for future growth—by balancing a focus on short term gains with investments that will pay back in the longer term. Progression manifests itself by results—profit, return on investment, or the maximisation of shareholder value and by the successful adaptation to contemporary environments including social objectives -fair- trade practices, contribution to social welfare, respect for and understanding about the environment, diversity, and equality of opportunity. A characteristic of latent potential is that of complementarity in which one capability reinforces the impact of another capability—where the relations of independent units or their evolution creates higher value than their individual operation. Complementarity refers to the interaction of business strategies and practices to produce coherent, aligned and mutually reinforcing systems and processes that give superior outcomes over those that would occur if such strategies or practices had taken place independently of one another.KeywordsComplementarityBusiness strategySystemsProcessesCompetitive progression
People issues are business issues. How the workforce is managed will determine short-term goal achievement and longer-term strategic success. The subject is of particular relevance as organisations implement new business models, change the type of work available, add new skills and adopt innovative approaches to the way in which people are organised, interact and communicate. Organisations can become both effective and efficient when there is ‘conscious and continuous learning’ on the part of its managers, and its workforce. Employee engagement is therefore an important aspect of core management competence. This competence is ‘the ability to create a positive working environment and inspire individuals to apply themselves with intelligence, energy, resilience, enthusiasm and concentration; whilst providing the means for their personal and professional development’. The knowledge and skills required to do so will be the ability to articulate the ‘why’ of work and relate this to organisational outcomes—in so doing to facilitate the creation of both an engagement and a learning culture. The attitudes and behaviours will not only include communication but also be values driven and a demonstration of emotional intelligence. Operational drivers of engagement include meaning, pride and a positive work environment. It means providing opportunities for job enrichment and role clarity, and above all, it means an understanding of the necessity of engagement and how to achieve it. The manager will be competent in the drivers of engagement, including the strength of team relationships, empowerment and the importance of employee voice.
How an organisation facilitates the creation, distribution and application of knowledge—made up of data, information, intelligence and insight—will be a contributory factor to how that organisation performs in its chosen markets. This is ‘the ability to disseminate knowledge by connecting individuals and teams and inspire them to collaborate in working towards common goals’. The optimum position would be an environment in which those in the workforce—at all levels—cooperate, collaborate and are empowered to create and to share—not only through formal channels such as strategic projects or business improvement schemes but also outside of these structured or curated interactions. The manager has a critical role to play in the creation of such an environment. The knowledge and skills to do so include facilitating a knowledge management orientation, by acting as knowledge seeker and knowledge disseminator and then integrating diverse bodies of knowledge into a coherent whole. The attitudes and behaviours associated with this competence are that the manager promotes a collaborative environment and indeed acts a role model for collaboration.
Integration is the process of bringing together multiple systems or subsystems into a single whole and making sure that these subsystems function together. There is proven value in effective integration at both strategic and operational levels, and it has been recognised as an important feature of management action over time. This competence is ‘the ability to coordinate technology and human resource systems; integrate them into a coherent and meaningful whole; use them to create a competitive strategy and operations, whilst ensuring innovation and improvement in a continuous cycle’. The knowledge and skills required by this competence include an understanding of technology applications, and most importantly an understanding of the unique context within which the technology is applied. The ability to coordinate integration processes and actions through disseminating information about integration goes hand in glove with this knowledge. The attitudes and behaviours for this competence will require the manager to maintain an open mind about ideas and suggestions for integration processes and build a culture in which employees feel empowered to contribute to the process of integration.
Purpose
The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context.
Design/methodology/approach
A quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 310 usable surveys were analyzed using structural equation modeling.
Findings
The results of this study indicate that SEM managers’ job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members.
Originality/value
This study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.
Purpose
This study aims to understand the role of digital literacies as a moderator between employee engagement and its antecedents, namely, workplace digitalisation and innovative culture.
Design/methodology/approach
A total of 256 valid samples were used in the analysis. The respondents were individuals used as management-level executives in companies located in Selangor/Kuala Lumpur. The model was tested using structural equation modelling.
Findings
The findings reveal that there exists a significant association between employee engagement and its antecedents, namely, workplace digitalisation and innovative culture. Digital literacies are found to moderate the relationships between workplace digitalisation-employee engagement and innovative culture-employee engagement.
Practical implications
This paper provides new insight to the practitioners about the role of digital literacies in raising employee engagement in the digital workplace.
Originality/value
These findings enrich the literature on employee engagement, whereby, improving employee digital literacies strengthens employee acceptance to workplace digitalisation and benefit from the innovative culture to stay engaged.
Выявлено противоречие между ростом количества инцидентов информационной безопасности организации по вине ее сотрудников и стабильной неэффективностью мер, предпринимаемых работодателем по их снижению. Сделан вывод о недостаточном внимании науки к современным тенденциям менеджмента организации (управления качеством, персоналом, знаниями, рисками), связанным с активизацией участия персонала в процессах управления. На примере обнаружения социоинженерных атак обоснована необходимость усиления роли пользователя информационной системы организации как субъекта управления её информационной безопасностью. Приведены организационные и программно-технические средства вовлечения пользователя в этот процесс.
The purpose of this paper is to build on personal engagement and role theory to develop a conceptual definition of engagement to different organizational roles (job, organization, supervisor, and coworkers) and create and validate the Role-Based Engagement Scale (RBES). Data were collected from four samples (n = 1,302) of employees, including three from multiple organizations and one from an aircraft manufacturer. Results across three studies consistently support the four dimension structure of the RBES, its internal consistency, convergent, discriminant, and predictive validity based on a series of confirmatory factor analyses. The RBES is a psychometrically sound instrument that measures engagement to job, organization, supervisor, and coworkers. This instrument will provide more targeted information for human resource management (HRM) professionals tasked with developing training methods and processes to improve low-scoring dimensions of engagement, optimizing HRM interventions.
This study used a model to determine the combined effect of psychological resources, self-leadership strategies, and job embeddedness on work engagement for employees in the banking sector. A descriptive quantitative research framework was adopted; data were collected from a sample of 303 banking sector employees. The results indicated that self-leadership strategies influence work engagement through psychological resources and job embeddedness. The three constructs combined explained 70.3% of variance in work engagement. Psychological resources have the strongest direct influence on work engagement, and self-leadership is a strong determinant of the psychological resources and moderate determinant of job embeddedness. The study concluded that implementing self-leadership strategies, encouraging the practice of psychological capital, and ensuring strong links and fit (job embeddedness) would aid in enhancing an engaged workforce. The results indicate that accumulating and expanding internal and job resources from psychological capital, self-leadership, and job embeddedness significantly influence work engagement and buffer the effects of job demands.
Purpose
Environments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.
Design/methodology/approach
At the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.
Findings
Our findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.
Originality/value
Although our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement.
Purpose
Employee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.
Design/methodology/approach
This study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.
Findings
The statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.
Research limitations/implications
This includes low response rate from some groups.
Practical implications
The importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.
Social implications
The costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.
Originality/value
Employee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.
A synthesis of the research shows that employee engagement can be viewed at an individual level, in the local context of a team, department, business or service unit and in the larger context of the organisation as a whole. It is a tripartite construct and at each of these three levels employee engagement unites concepts which are physical—the positive energy that an individual feels or which emanates from a positive environment; emotional—a convergence of individual and organisational aims and objectives; and cognitive—including awareness, experience and skills. These take place within a specific organisational context including its management and leadership, and the physical working environment. Employee engagement is now regarded as a multidimensional, motivational construct or a ‘multi-componential’ experience; a relational concept developing in a relational context; a systemic phenomenon that permeates many aspects of individual and organisational life. The complexity inherent in the outcomes of research and practice findings—covering as they do, multiple elements across the behavioural sciences and in a complex contemporary working environment, require sense making of different interpretations as they relate to the loci of the team, department or organisation. The arguments may be summed up as firstly relating to psychology—which is cognitive engagement, something that happens on a silent, personal level. Secondly what might be referred to as the sociology of work including social relationships and their impact on well-being and the physical environment in which human interaction takes place—relating to work-spaces with the objective of establishing a flexible, humane and inclusive workplace. And thirdly, the organisation of work includes organisational and managerial aspects of engagement will have a broad range of considerations from the capability and competence of leaders and managers to the allocation of resources to enable the job to be competed efficiently, to the dynamics, structure and governance of the organisation
The production of employee engagement metrics is an important contributor to understanding antecedents and consequences ranging from job specific and non-job specific measures; task performance and contextual performance, work role behaviours including job role, career role, innovator role and team role. Engagement has been measured as levels of job performance, work performance, in-role performance and business outcomes. The result is a plethora of research-based engagement measurement tools and techniques from the academic domain; complemented by proprietary measures from business consulting organisations. Measures can be based on simple ‘pulse’ survey questions or more complex multivariate analyses using a range of custom questionnaires to suit the particular circumstance of the organisation or the objectives of a specific research project. Engagement metrics are created firstly on input, using the qualitative factors of knowledge, skills, attitudes and behaviour; of relationships at work with leaders, managers and colleagues and the environment or context within which these interactions take place. Or secondly there are metrics which are output based using a quantitative analysis of employee engagement related to business or operational impact.
An engaged employee achieves above average levels of productivity and contributes significantly to team effectiveness; an engaged team is a source of unit or departmental efficiency; but an engaged workforce is a potential source of organisation wide competitiveness and strategic advantage. Engaged employees are enthusiastic about their work, are committed to the organisation’s mission and vision, and willing to go above and beyond their assigned duties in delivering it. Their collective output can have a disproportionate impact on the achievement of objectives, the strategies to do so and effective stewardship and policy in their delivery. The perceived benefits of the impact of employee engagement explain why it has been such a compelling issue over the past thirty years. But employee engagement is taking place in a contemporary environment that is being transformed at an exponential rate. Such a demanding context reinforces the need for organisations to seek new models or strategies including those for engaging the workforce.
Employee engagement is an area of organisational practice that has been located within the subject of people or HR management but is increasingly viewed in a wider organisational context because of its positive impact on a range of business, service or operational outcomes. Its definitions include emotional and rational factors; concerning enthusiasm, passion, satisfaction, confidence, empowerment and positivity of attitudes. It relates to a person’s ‘preferred self’ in behaviour which promotes connections to work and to others. The analyses suggest that employee engagement, as part of an overall employee experience, is connected to both the job and the organisation and is an active, work-related state. Amongst the terms that have been used to describe employee engagement are, on the one hand, positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption; or on the other as energetic involvement with fulfilling activities that enhance the person’s sense of professional efficacy. It is positive, proactive behaviour in the workplace and towards the organisation brought about by a combination of motivated, emotionally attached employees; integrated, enlightened people management activities and empathetic managers towards the achievement of clearly communicated business objectives.
The study aims to identify the impact of the job strain in the private hospitals in Irbid, as well as the role of the
job analysis in improving the impact of the job design on the job strain of employees in the surveyed hospitals. To
achieve the objectives of the study, a questionnaire was designed and distributed to a random sample of (170)
employees. There were (147) questionnaires valid for the analysis. A number of statistical methods were used
which included, descriptive, correlation coefficient and multiple and smiple regression to test the hypotheses and
answer the questions of the study. The results show that there is a significant impact for the job design on the job
strain for employees in the private hospitals in Irbid. Moreover, the study reveals an impact for the job analysis
as a moderating variable in improving the relationship between the job design and the job strain in the surveyed
hospitals. The study recommends that the management of the surveyed hospitals focuses on the elements of the job
design that included task identity, task significance, autonomy and feedback which have great significance effect
in reducing the job strain. It also recommends paying more attention to the job description cards in order to use
them when designing jobs because these more reduction to reducing the job strain.
Keywords: Job Design, Job Analysis, Job Strain, Pravite Hospitals in Irbid.
Employee engagement is associated with many desirable outcomes such as job satisfaction, intention to stay, high productivity, job performance and customer satisfaction. Engaged employees over time become more creative, sensitive, productive and contribute from their heart, which can create significant difference to the organisational goal and objective. The promising Indian economy expecting 25% of India’s GDP and 100 million jobs by 2022 from manufacturing sector with the help of effective policies created and monitored by government authorities. This calls for a special focus on manufacturing sector and to trace the attributes which are predicting the employee engagement, so that organisations can formulate proper plans and policies to ensure retention and increase in engagement level. This study witnessed organisation and work culture, job profile and accountability, compensation and benefits, resources at work, caring attitude of organisation and communication are the principal factors which govern employee engagement in manufacturing sector.
Background: Work engagement can be defined as a positive, fulfilling, work-related state of mind that is characterised by Vigour, Dedication and Absorption. There is a general belief that there is a connection between work engagement and business results, as well as total quality. Practitioners and academics have over the years agreed that the consequences of work engagement are positive. Total quality management is an essential practice that can be used to improve the quality of products on a systematic basis to meet customer satisfaction. It is important for an organisation to have engaged employees as it is evident that such an organisation is likely to prosper and attain total quality management (TQM).
Aim: The main objective of the study was to determine the effect of work engagement on total quality management practices in a petrochemical organisation.
Setting: The study was carried out in the petrochemical industry, which is of economic significance to the country. The degree of work engagement is essential for sustainable performance in this industry.
Methods: Two questionnaires were used for the study, namely the Utrecht Work Engagement Scale and TQM. A total of 166 of responses were received from employees working for a petrochemical organisation.
Results: Overall, the results showed that work engagement had a positive relationship with the dimensions of TQM, which was used as a measure of quality, which is a non-financial measure of performance.
Conclusion: Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage.
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