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Employee Engagement Strategy: Building an Engaged Workforce during COVID 19 with Special Reference to Manufacturing Sector in India
Abstract
Considering the pandemic situation caused by COVID-19, the majority of Manufacturing companies in India have declared work from home until 2021. The pandemic has disrupted both the private and professional lives of people working in the Manufacturing sector, which has impacted the employee's attitude toward work. Therefore, the study is conducted to extract all the employee engagement factors that can actually improve the employee's performance during pandemic. Factor analysis has been applied on a sample of 200 respondents, and the factors significantly influencing the engagement of employees are organization's commitment, job safety and security, employee satisfaction, opinions and stability, and set goals and objectives.
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The relationship between organizational politics and organizational commitment is examined in this study examines A survey research method was adopted. 245 staff were randomly selected for the study. Regression analysis was employed for testing the hypotheses formulated. The results indicate that “Go along to get ahead” has a positive relationship with organizational commitment. Pay and promotion policies influence organizational commitment and General political behavior” positively influence organizational commitment. The study concludes that firms should pay attention to organizational politics because it promotes commitment among workers.
India was one of the leading countries to implement the initial lockdown to contain the COVID-19 pandemic, but still, the lockdown failed and within a few months, India joined the list of countries most affected by the coronavirus epidemic. Why did this transpire? What were the reasons abaft this? Where did the Indian government miss? This manuscript endeavors to study the lacunae in the lockdown plans of the Indian Government and highlights the mistakes committed by the Government which caused the lockdown in India to fail and further exposed the domestic migrant laborers to unbearable difficulties. The manuscript argues that the fundamental and economic rights bestowed upon the domestic migrant workers and other laborers under labor laws and the Indian constitution were breached extensively during the lockdown and that the state’s policies during the lockdown worsened the condition of the domestic migrant workers.
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.
We report a familial cluster of 2019 novel coronavirus disease (COVID-19) to evidence that a potential transmission of the COVID-19 during the incubation period. The first patient in this familial cluster was identified in presymptomatic period, as a close contact of a confirmed patient. Five family members had close contact with the first patient during his incubation period, four of them were confirmed to the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) infection in the subsequent sampling test.
Employee engagement recently has become a hot topic among the consulting firms and in the business press. The purpose of this study was to study and create further understanding of employee’s engagement levels and how to stimulate it to the maximum as long as possible. A survey was completed by 55 employees working in private and governmental organization in Palestine from governmental service, manufacturing, technology, telecommunication, financing and other services like retailer, NGO cultural to generate the output of having a higher employees involvement in the governmental sector rather than the private one due to multiple factors, and having a higher employee engagement in the private sector than the public one due to the more financial and personal recognition they get there. The revealed results stressed that organizations need to recognize employees as assets and customers. Business activities are key parts of the employee lifestyle, so it has a direct impact at his reaction, so if the organization didn’t control these reactions it will be the main drivers for his disengagement. Additionally, the employee engagement level is directly related to the efficiency of work and the overall company performance. The authors recommend adopting employee engagement transforming strategies by the public sector before the private one. Moreover, the study recommends that engagement transforming strategies must be employee-oriented not entity-oriented.
Work engagement is one of the most important things in achieving company goals because the company's main driving factor is employees. Work engagement refers to the energy that employees have to be directed to organizational goals (Macey, et al., 2009, in Bakker, 2011). Employees who have a high level of engagement will exert more effort in achieving company goals (Sidharta & Meily, 2012). One of the factors in achieving employee work engagement is job characteristics (Saks, 2006). Job characteristics in this study use Hackman & Oldham (1974) theory. There are five dimensions in job characteristics (autonomy, feedback, skill variety, task identity and task significance) (Hackman & Oldham, 1974). This research was conducted to find out whether there is an influence of job characteristics on work engagement. This research was conducted at a port service company located in Surabaya. The samples in this study were 119 employees. The sampling technique used is simple random sampling. The data collection tool in this study is a questionnaire, the Utrecht Work Engagement Scale (UWES) (Schaufeli & Bakker, 2004) and the scale of the Job Diagnostic Survey (Hackman & Oldham, 1974). Analysis of the data used is partial least square using the SmartPLS 3.0 program. Based on the results of the study it was found that the five dimensions of job characteristics (autonomy, feedback, skill variety, task identity, and task significance) had a positive and significant relationship to work engagement.
Employee engagement is an important issue in management theory and practice. However, there are still major differences in the concept, theory, influencing factors and outcomes of employee engagement, and there is still no authoritative standard. This paper attempts to review and summarize previous research results on employee engagement. Two kinds of definitions of employee engagement are identified: employee engagement as a multi-faceted construct (cognition, emotions and behaviors) and as a unitary construct (a positive state of mind, a dedicated willingness, the opposite of burnout). Three theoretical frameworks are used to explain the varying degrees of employee engagement: Needs-Satisfaction framework, Job Demands-Resources model and Social Exchange Theory. The influencing factors of employee engagement are divided into three categories: organizational factors (management style, job rewards, etc.), job factors (work environment, task characteristics, etc.) and individual factors (physical energies, self-consciousness, etc.). Employee engagement is found to have a positive relationship with individual performance (organizational commitment, positive behavior, etc.) and organizational performance (customer satisfaction, financial return, etc.) The research findings show that there are three shortcomings in previous studies: lack of research on demographic variables, personality differences and cross-cultural differences in employee engagement, lack of research on the mediating or moderating role of employee engagement, and lack of intervention mechanism for employee engagement.
Executive Summary
Positive change comprises an examination of the factors that influence the adaptation of a positive lens, positively deviant performance, the effects of an affirmative bias, and the impact of pursuing the best of human conditions in an organization. To generate positive change, a Middle Eastern financial services firm designed and implemented a positive business initiative ‘RACE’, which involved various sports, arts, cultural, and everyday business activities, intended to engage employees and build their psychological strengths.
In the context of RACE initiative, this study examines the role of self-efficacy, optimism, and job engagement in positive change. Self-efficacy is a specific, positive expectation of success based on belief in one’s individual abilities. Employees’ with higher levels of optimism tend to maintain positive expectation about what will happen to them in the process of change. Employees who are engaged in the jobs bring in their complete selves by investing physical, emotional, and cognitive energies.
This study explores the relationship of self-efficacy and optimism with performance outcome. It further provides an explanation of this relationship through the mediating role of three dimensions of job engagement, that is, cognitive, emotional, and physical.
Responses were collected from 406 employees who participated in the RACE initiative. While all of the respondents are based in the UAE, the sample is international in nature, encompassing 15 countries. These respondents were asked to assess their own self-efficacy, optimism, and job engagement, along with their perception of the team-level performance of the branch office in which they work. The hypothesized relationships were tested in AMOS 20 using structural equation modeling.
The results indicate that higher levels of self-efficacy and optimism significantly predict higher levels of cognitive, emotional, and physical engagement. Also, the higher levels of cognitive, emotional, and physical engagement significantly predict performance. Further, significant indirect effects support the mediating role of job engagement in relationship between these psychological strengths and performance outcome. Thus, employees’ level of self-efficacy, optimism, and job engagement can be enhanced by designing and implementing business initiatives that are relevant to positive change.
All sectors across the globe have started looking at employee engagement as an opportunity because engaged employees always tend to perform better than not engaged or disengaged employees. Organization with engaged employees are always a strength to the organization as it has lot of positive outcomes. This article elucidates the relationship that exists between employee engagement and organizational citizenship behavior with reference to employees working in travel organizations.The study focuses on employees working in national and international travel organizations which arelocated in Bangalore. Data was collected with the help of an adapted questionnaire. The findings of the study will help the employers to understand the importance of these two factors and their present engagement and OCB level of the employees working in these organizations and take measures accordingly.
Past studies endorsed that there is a quite number of factors have been considered as the influencing factors of employee performance in an organization. Some of these are selection, training and development, performance appraisal, promotion, job design, security, and satisfaction, compensation system, employee commitment, personality, emotional intelligence, organizational citizenship behavior among others. While several studies considered investigating the influence of human resource management practices on employee performance in different context such as America, Africa and Europe, but very little attention have given in South-Asian countries like Bangladesh. Hence, this manuscript attempted to investigate the impact of compensation system on employee performance using quantitative analysis. To do so, survey was conducted as well as perceptions of 200 employees working in telecommunication service providers in Bangladesh were obtained to analyze the relationships. The data is analyzed and hypotheses were tested by using IBM-SPSS-AMOS package 25.0. The study found that employee engagement partially mediates the relationship between compensation system and employee performance by the data of this study. This research indorsed that there is a candid need to implement better compensation system by the entrepreneurs which will ensure better employee performance in line with consistent growth of firms as well as Bangladeshi GDP.
This paper examines the relationship between employee engagement and job satisfaction. People spend most of their time at work, and their motivation is considered to be an important factor for job performance. Enthusiastic employees, who focus their efforts on achieving their companies′ goals are a key competitive advantage in the modern world. The effect of employee engagement on business performance has been studied by various experts. They found out the similar conclusion: “the more enthusiastic the workers are, the better operating results they achieve for the company”. An occasional sample of 594 respondents who are employed in the public and non-public sector in Slovenia was used for the purpose of this study. The main goal of the research is to determine whether (and how) the employee engagement influences job satisfaction. A written survey was conducted from 4 January 2016 to 14 March 2016. IBM SPSS 20 was used for the statistical analysis. The results confirm that the relationship between employee engagement and job satisfaction is positive and statistically significant (5 % significance level), based on the linear regression F (1, 583) =296.14, p-value = 0.000, R-square = 0.337. The results also show that there is no statistically significant difference between employee engagement and gender and there is no statistically significant difference between job satisfaction and gender.
This paper employs a systematic and comprehensive review to trace the evolution of talent management scholarship and propose a research agenda to move the field forward. Two primary streams of literature dominate: the management of high performers and high potentials, and the identification of strategic positions and talent management systems. The topic of global talent management has received significant attention; however, much of this literature tends to incorporate the two streams heretofore identified but on a global scale. The review also demonstrates that there has been limited attention placed on individual talents as the unit of analysis. Early criticisms of the disjointed nature of the field remain and we call for greater clarity around the conceptual boundaries of talent management. Our analysis highlights that most papers draw, to some extent, on primary research. There is however considerable need and scope for more comprehensive and nuanced methodological approaches.
Background/Objectives:The objective of this article is to clarify what is meant by employee engagement and why it is important (particularly with respect to its effect on employee retention and performance), as well as to identify factors that are critical to its effective implementation.Methods/Statistical Analysis: For this study, researchers have used review method. Under the process of review around thirty academic and popular research papers/ literature in the area of employee engagement, researchers have come up with different factors which are mostly commonly mentioned in these research papers. The review process aims at strengthening existing literature. After studying all the factors in each research paper, authors have taken the findings.Findings:In this research paper, various factors have been discussed of engagements which are at macro i.e. at organisational level and micro level i.e. at individual level. These variations in factors may arise due to differences in individual and job characteristics, gender diversity; ethnic diversity etc. Suggestions presented in this paper include different employee engagement approaches for new employees like strong induction programs, rigorous training and development programme, certification programme and giving them a realistic job preview. The findings of this study will be useful to any organisation, irrespective of the type of business, to construct strong employee engagement policy with mix of all these factors of employee engagement. Managers can redesign the work and policy on the basis of the factors presented in this paper would lead to happy workforce. This article will be ofvalue to anyone seeking better understanding in employee engagement to improve organisation performance. Applications/Improvements:Study results has scope offuture reference where by implementing various engagement factors and there by reduction in employee turnover and improved productivity.
Research purpose: The purpose of this study was to investigate the relationship between leadership empowerment behavior, psychological empowerment, work engagement and turnover intention. The study further investigated whether psychological empowerment mediates the relationship between leadership empowerment behavior and turnover intention and work engagement respectively. Research design, approach and method: A cross-sectional survey design was used with a convenience sample (N = 322). Confirmatory factor analysis was used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs and to test whether the data fitted the hypothesized measurement model. Structural Equation Modeling (SEM) was used to examine the structural relationships between the constructs. Measuring instruments: The Leader Empowering Behavior Questionnaire, Measuring Empower-ment, Work Engagement and Turnover Intention scales were administered. Main findings: The results showed significant positive relationships between leadership empower-ment behavior, psychological empowerment, work engagement and a negative correlation with turnover intention. Leadership empowerment behavior affected work engagement through psychological empowerment. Practical implications: It is recommended that leadership discussions, training programs and individual coaching about leadership empowering behavior takes place.
Purpose
– Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory.
Design/methodology/approach
– A survey was completed by 102 employees working in a variety of jobs and organizations. The average age was 34 and 60 percent were female. Participants had been in their current job for an average of four years, in their organization an average of five years, and had on average 12 years of work experience. The survey included measures of job and organization engagement as well as the antecedents and consequences of engagement.
Findings
– Results indicate that there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both job and organization engagement; job characteristics predicts job engagement; and procedural justice predicts organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and job satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior.
Originality/value
– This is the first study to make a distinction between job and organization engagement and to measure a variety of antecedents and consequences of job and organization engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement and speculation that it might just be the latest management fad.
Purpose
As clients of India's IT services providers continue to complain about knowledge loss caused by high attrition rates in their offshore delivery factories, the linkages between organizational culture and commitment of the Indian employee base are of interest to researchers as well as practitioners. This paper seeks to address these issues.
Design/methodology/approach
Data was collected in the first half of 2012 through the ICCA™ appraisal framework from 291 Indian IT executives and managers working for two IT services sourcing provider organizations in Pune and Bangalore, India. To analyse the data, descriptive and inferential statistics were used together with multiple regression and confirmatory factor analysis.
Findings
Taken together, this research makes several contributions. First, the results of data analysis exhibit that, among the organizational culture dimensions, in‐group collectivism and performance orientation are the antecedents with the biggest effect on employee commitment. Other culture dimensions show varying degree of positive and negative influence on employee commitment. Second, this paper contributes to the cross‐cultural generalizability discussion of employee commitment. The data analysis unveils a stronger correlation between affective and normative commitment in the Indian context as compared to other North American studies. Third, it supports suggestions put forward in other research that continuance commitment should be split into the two subfactors c/alternative and c/sacrifice.
Practical implications
It is proposed that the Indian IT services sourcing industry should be adept at thinking about employee commitment from an organizational culture point of view.
Originality/value
The proposed model of this research posits and proves that employee commitment in an Indian IT services offshoring context is influenced by organizational culture.
We theorize that engagement, conceptualized as the investment of an individual’s
complete self into a role, provides a more comprehensive explanation of relationships
with performance than do well-known concepts that reflect narrower aspects of the
individual’s self. Results of a study of 245 firefighters and their supervisors supported
our hypotheses that engagement mediates relationships between value congruence,
perceived organizational support, and core self-evaluations, and two job performance
dimensions: task performance and organizational citizenship behavior. Job involvement,
job satisfaction, and intrinsic motivation were included as mediators but did not
exceed engagement in explaining relationships among the antecedents and performance
outcomes.
The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.
Purpose
By introducing the concept of “full engagement,” this article aims to propose that employee engagement is more likely to be sustainable when employee well‐being is also high.
Design/methodology/approach
Research evidence covering the separate concepts is reviewed and evidence of the benefits that both engagement and well‐being confer on organizations is presented.
Findings
Most current perspectives on employee engagement include little of direct relevance to well‐being and reflect a narrow, commitment‐based view of engagement. This view focuses too heavily on benefits to organizations. A broader conception of engagement (referred to as “full engagement”), which includes employee well‐being, is a better basis for building sustainable benefits for individuals and organizations.
Research limitations/implications
Research exploring the links between employee engagement and well‐being is needed to validate and develop the propositions put forward in this article.
Practical implications
A model for improving full engagement in organizations is presented and brief; case study illustrations are also given.
Originality/value
The integration of well‐being and commitment‐based engagement into the single construct of full engagement provides a novel perspective.
Purpose
Organizations aspire to have engaged employees, and spend considerable resources to measure and improve employee engagement. Theoretically, leadership is a key antecedent of engagement, yet there is no research directly linking leader behaviors and follower engagement. The purpose of this paper is to investigate the evidence for such a link.
Design/methodology/approach
Research was conducted with a large New Zealand insurance organization, using data from direct reports. A pilot study was first conducted ( n =236), in which the JRA 360‐degree feedback instrument was factor analyzed. Subsequently, a linkage analysis ( n =178) was conducted to establish the relationship of the resultant leadership factors with JRA's employee engagement measure.
Findings
Three factors emerged from the JRA 360: supports team, performs effectively, and displays integrity. Correlation and regression results showed that supports team was the strongest predictor of engagement; semi‐partial correlations showed that the three leadership factors overlapped in their relationships with engagement, with supports team predicting most unique variance.
Research limitations/ implications
Additional research is needed to assess the generalizability of the findings, and to establish causality.
Practical implications
The results demonstrate that there are multiple ways in which leadership behaviors are associated with employee engagement. The primacy of supports team suggests that leader behaviors in this domain should be a priority. Although our design does not establish causality, we suggest that leaders should capitalize on their strengths to improve engagement among their followers.
Originality/value
The design of this study is superior to previous research, in particular using a clear measure of employee engagement. The results suggest that team‐oriented behaviors are the most important for leaders in achieving high employee engagement. Importantly, the results also indicate that other leadership behaviors – relating to effective performance and displaying integrity – may also facilitate employee engagement.
This study investigated the process by which employee perceptions of the organizational environment are related to job involvement, effort, and performance. The researchers developed an operational definition of psychological climate that was based on how employees perceive aspects of the organizational environment and interpret them in relation to their own well-being. Perceived psychological climate was then related to job involvement, effort, and performance in a path-analytic framework. Results showed that perceptions of a motivating and involving psychological climate were related to job involvement, which in turn was related to effort. Effort was also related to work performance. Results revealed that a modest but statistically significant effect of job involvement on performance became nonsignificant when effort was inserted into the model, indicating the mediating effect of effort on the relationship. The results cross-validated well across 2 samples of outside salespeople, indicating that relationships are generalizable across these different sales contexts.
This study examined boundary conditions that surround the importance of perceived person-organization (P-O) fit for work-related attitudes and decisions. The authors hypothesized that P-O fit is more strongly related to satisfaction and job choice decisions when needs-supplies (N-S) job fit or demands-abilities (D-A) job fit is low, and that P-O fit is more strongly related to job choice decisions for highly conscientious individuals. Hypotheses were tested among 299 participants in a 12-week internship program. Results indicated that P-O fit was more strongly related to satisfaction when individuals experienced low N-S job fit. P-O fit was more strongly related to job choice intentions when individuals experienced low D-A job fit or were highly conscientious. Finally, P-O fit was related to job offer acceptance for highly conscientious individuals.
In this cross-country study we drew on job demands-resources theory to investigate whether psychological empowerment mediates the positive association between structural empowerment and work engagement and, consequently, task performance and intention to quit. A total of 1033 employees working in the service sector in Spain (N = 515) and the United Kingdom (N = 518) participated in the study. Multi-group structural equation modeling analyses revealed that psychological empowerment partially mediated the positive relationship between structural empowerment and work engagement, and that work engagement associated positively with task performance and negatively with intention to quit. Invariance analyses suggested that the positive link between psychological empowerment and work engagement was stronger for employees working in the UK than in Spain, providing support for partial structural invariance of the hypothesized model. These findings suggest that psychological empowerment is an underlying mechanism that may explain why structural empowerment relates positively to work engagement with implications for theory (i.e., extend the nomological network of the investigated constructs) and management practice (e.g., emphasize the role of structural empowerment for work design).
Objective:
To understand impacts of social, behavioral and physical factors on well-being of office workstation users during COVID-19 work from home (WFH).
Methods:
A questionnaire was deployed from April 24 to June 11, 2020 and 988 responses were valid. Linear regression, multinomial logistic regression and chi-square tests were used to understand factors associated with overall physical and mental health statuses and number of new physical and mental health issues.
Results:
Decreased overall physical and mental well-being after WFH were associated with physical exercise, food intake, communication with coworkers, children at home, distractions while working, adjusted work hours, workstation set-up and satisfaction with workspace indoor environmental factors.
Conclusion:
This study highlights factors that impact workers' physical and mental health well-being while WFH and provides a foundation for considering how to best support a positive WFH experience.
Purpose
The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change.
Design/methodology/approach
The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed.
Findings
While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations.
Research limitations/implications
Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes.
Practical implications
A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt.
Originality/value
A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.
Purpose
Indian banking industry is one the biggest players in the country’s service sector, with public sector banks (PSBs) occupying the major share. The purpose of this paper is to develop a model linking job characteristics (JC) and work engagement, moderated by perceived organizational and supervisor support as contextual variables.
Design/methodology/approach
Data on 214 employees from 15 PSBs were used to examine this model. Analysis of data has established the moderating role of support at work in the relationship between JC and work engagement.
Findings
Findings suggest that employees who have a positive perception of organizational and supervisor support are more likely to respond positively to JC and therefore would have a higher propensity to engage with their jobs. In addition to enriched jobs, the wider organizational climate characterized by support from supervisors and organization as a whole is critical to establish a positive environment, which would lead to greater work engagement.
Originality/value
The moderating role of support at workplace on JC and work engagement has been researched very rarely in literature. This study, hence, aims at investigating whether interaction between JC and perceived organizational and supervisor support influences work engagement of employees working in Indian PSBs.
Leadership is one of the most studied topics in the organization sciences, and employee engagement one of the more recent. However, the relationship between leadership and employee engagement has not been widely investigated. As many organizations invest significant resources in retaining, developing, and engaging employees, human resource development (HRD) professionals are tasked to develop and partner with leaders to deliver those strategies effectively. Thus, a comprehensive understanding on the relationship and mechanism between leadership and engagement is essential to HRD professionals informing leaders on how best to cultivate positive results in followers. In this vein, this research conducted an extensive review of empirical and conceptual studies that examined the relationship between leadership and employee engagement, analyzed/synthesized the studies into integrated frameworks for the leadership-engagement relationship, and proposed future research agendas.
The purpose of this study was to explore the relationship between employee engagement and organizational citizenship behaviour (OCB) in Thailand. The influence of employee perceptions of human resource development (HRD) practices as potential moderators were also examined. Data were collected from 522 employees from four large Thai organizations. The results found support for positive relationships between employee engagement and every component of OCB. The relationship was found to be strongest for the civic virtue component of OCB. However, no support was found for the hypothesized moderating effect of HRD practices between employee engagement and OCB. Discussion and recommendations for future research and practice are also provided.
In order to answer the question whether changes in students' self-efficacy levels co-vary with similar changes in engagement and performance, a field study and an experimental study were conducted among university students. In order to do this, we adopted a subgroup approach. We created "natural" (Study 1) and manipulated (Study 2) subgroups based upon their change in self-efficacy over time and examined whether these subgroups showed similar changes over time in engagement and performance. The results of both studies are partly in line with Social Cognitive Theory, in that they confirm that changes in self-efficacy may have a significant impact on students' changes in cognition and motivation (i.e. engagement), as well as behavior (i.e. performance). More specifically, our results show that students' increases/decreases in self-efficacy were related to corresponding increases/decreases in their study engagement and task performance over time. Examining the consequences of changes in students' self-efficacy levels seems promising, both for research and practice.
Purpose – The purpose of this paper is to investigate the relationships among goal setting, employee engagement, workplace optimism, and individual performance constructs. Goal setting is hypothesized as positively impacting employee engagement, employee engagement as positively impacting workplace optimism, and workplace optimism as positively impacting individual performance. Design/methodology/approach – Data collected from a sample of 426 full- and part-time employees are analyzed following a structural equation modeling methodology. Findings – The measurement and structural models fit the data relatively well. Goal setting positively impacts employee engagement, employee engagement positively impacts optimism, and optimism positively impacts individual performance, as hypothesized. Research limitations/implications – Although data are collected from a relatively diverse group of respondents, the ability to generalize the findings is limited because the results are derived from a non-random sample. All measures are based on the perceptions of the respondents. Job performance is reported by each respondent may not reflect the supervisor's performance rating and is not necessarily consistent with objective performance indicators such as sales generated by a marketing employee. Practical implications – Results indicate that formal, structured goal setting processes lead to higher levels of employee engagement, that higher levels of engagement lead to improved workplace optimism, and that improved optimism in turn leads to higher levels of individual performance. Originality/value – The paper provides empirical support for the implementation of management programs that foster goal setting, employee engagement, and workplace optimism for the purpose of enhancing the performance levels of individual employees.
This paper summarizes a stream of research aimed at developing and validating a measure of employee commitment to work organizations. The instrument, developed by Porter and his colleagues, is called the Organizational Commitment Questionnaire (OCQ). Based on a series of studies among 2563 employees in nine divergent organizations, satisfactory test-retest reliabilities and internal consistency reliabilities were found. In addition, cross-validated evidence of acceptable levels of predictive, convergent, and discriminant validity emerged for the instrument. Norms for males and females are presented based on the available sample. Possible instrument limitations and future research needs on the measurement and study of organizational commitment are reviewed
Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and supervisor support with AC. Study 2 examined changes of POS and AC in retail employees over a 2-year span (N = 333) and a 3-year span (N = 226). POS was positively related to temporal changes in AC, suggesting that POS leads to AC. Study 3 found a negative relationship between POS and subsequent voluntary employee turnover that was mediated by AC in retail employees (N = 1,124) and in poultry- and feed-processing workers (N = 262). These results suggest that favorable work conditions operate via POS to increase AC, which, in turn, decreases employee withdrawal behavior.
Question:
Is dopamine needed for reward learning?
Answer:
No--at least, not in the brain of a caffeinated dopamine-deficient (DD) mutant mouse. That is the conclusion of an important paper in this issue by S. Robinson, S. M. Sandstrom, V. H. Denenberg, and R. D. Palmiter (see record 2005-01705-001). Those authors demonstrate that reward learning can proceed normally in the brains of DD mice, even though they contain no dopamine at the time of learning, if the mice are given caffeine just before learning. Caffeine activates the DD mice by a nondopaminergic mechanism, allowing them to learn where to obtain food reward in a T-maze runway. Their reward-learning-without-dopamine is revealed on a subsequent test day, when dopamine function is restored by L-dopa administration. Robinson et al. conclude that dopamine is not needed for normal learning about rewards, or for hedonic "liking" of rewards during learning, but rather specifically for a motivational "wanting" component of reward, such as incentive salience.
Getting your workplace ready for COVID-19
- W H Organization
Article in Global Business and Management Research
- J Singh
- T Arumugam