Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage
... According to Macey et al. (2009), employee engagement increases when employees are empowered with freedoms and skills. In this context, it is claimed that receiving cues about the situation at work has a profound effect on employee motivation (Cheng et al., 2014). ...
... Our research also highlights that employees who are engaged show high levels of commitment, characterized by enthusiasm, energy, and dedication to the task at hand (Macey et al., 2009). It is noteworthy that while the direct relationship between leadership and employee engagement did not reach statistical significance, the indirect relationship mediated by self-awareness and organizational commitment was significantly maintained. ...
... Furthermore, our study contributes to the understanding of employee engagement by highlighting the moderating effects of self-confidence and organizational commitment on the relationship between leadership and engagement. This finding is consistent with previous research emphasizing the role of autonomy, skills, and supportive cues in promoting employee motivation and engagement (Macey et al., 2009;Cheng et al., 2014). By including self-awareness and organizational commitment as critical factors in this relationship, our study extends the theoretical understanding of the mechanisms underlying employee engagement. ...
The purpose of this study is to empirically investigate the utility of self-awareness as a sequential mediator of the relationship between different leadership styles and employee engagement. The study collected data from employees of various public and private institutions in Pakistan using self-report questionnaires. The study, which is cross-sectional in nature, employed sophisticated statistical techniques, particularly SPSS and Partial Least Squares (PLS) to ensure the accuracy and validity of the results. The results of this study show significant relationships between leadership styles, self-awareness, and employee engagement. Specifically, self-awareness was found to fully mediate the relationship between leadership styles and employee engagement. These findings contribute to existing knowledge about leadership, self-awareness, and employee engagement, thus expanding the understanding of these constructs in the context of leadership and resource maintenance theory. The study provides insight into perceptions of employee behaviour, particularly in the presence of servant leadership. It also examines how leader support facilitates employees' use of social and emotional resources to achieve positive organizational outcomes. The study draws on the principles of resource maintenance theory, discussing the theoretical and practical implications for managers and organizations considering the study findings.
... Myriad studies have found that employee engagement (EE) is associated with team morale, employee productivity, job performance, quality of work, wellbeing, a happier and healthier workforce, innovative behaviour and organizational citizenship behaviour, absenteeism, employee turnover intention (Gifford & Young, 2021;Gull et al., 2020;Osam & Shuck, 2020;Valk & Yousif, 2021). Furthermore, organizations with a highly engaged workforce experience increased service quality, innovation and productivity, customer loyalty, enhanced brand image, customer/guest satisfaction, organizational effectiveness, financial performance, e.g. return on assets and equity, sales and revenue growth and profits (Chandani et al., 2016;Gifford & Young, 2021;Gull et al., 2020;Macey et al., 2009;Onsøyen et al., 2009;Saks, 2006). Evidently, EE has many positive individual and organizational outcomes, yet fostering EE has emerged as one of the greatest challenges in today's workplace. ...
... Researchers have found that engagement has its roots in a supportive, collaborative, physically and psychologically safe work environment in which employees develop emotionalties and commitment to the organization (Hakim et al., 2022;Kahn, 1990;Osam et al., 2021). Further, engagement is influenced by interpersonal relationships, group dynamics, leadership, and organizational culture-and norms (Fisher, 2014;Macey & Schneider, 2008;Macey et al., 2009). ...
... The interview protocols and focus group topic lists were designed and conducted by the first author and 6 groups of research assistants with different cultural backgrounds to reduce bias and ethnocentrism in the design and execution of the interviews and focus groups. The semi-structured interview and focus group protocols encompassed open and closedended questions based on previous research on EE (Fisher, 2014;Macey et al., 2009;Macey & Schneider, 2008). ...
... In some developed countries, such as Spain, this figure drops to as low as 6% of workers. Despite these low levels, employee engagement remains a critical issue due to its potential to contribute to an organization's competitive advantage (Albrecht et al., 2015;Macey et al., 2009) and is an essential factor in employees' intention to remain with their current employer. ...
... The results of a company depend on proper employee engagement and the support the company provides to ensure that workers' behavior and involvement are sustained over the long term. It is logical to assume that greater perceived organizational support (POS) leads to higher employee engagement, which in turn should enhance performance because the company benefits from a workforce committed to achieving its goals (Halbesleben, 2010;Jena & Pradhan, 2017;Macey et al., 2009). However, in times of crisis, such as the COVID-19 pandemic, where uncertainty prevails and traditional work methods are disrupted, it is crucial for employees to perceive that their well-being is a priority for the company, appreciating all additional efforts made to adapt to such conditions. ...
... Similarly, Schneider et al. (2018) analyzed the influence of employee engagement at the organizational level using two customer metrics and three financial metrics, such as ROA, Net Margin, and Tobin's Q. Likewise, Macey et al. (2009) identified significant differences between companies whose employees were in the top quartile of average engagement and those in the bottom quartile, in terms of economic performance variables such as ROA, performance, and market value. Albrecht et al. (2015) propose a model suggesting that organizations that create conditions that support, enhance, and sustain employee engagement are likely to achieve higher levels of performance at the individual, unit, and organizational levels, thus gaining a competitive advantage. ...
This paper examines the reciprocal relationship between perceived organizational support (POS) and employee engagement within small and medium-sized enterprises (SMEs) during the COVID-19 pandemic. During this crisis, a positive association was observed: SMEs that committed to their employees tended to see a corresponding engagement from their employees. To assess how performance influenced this relationship, the study also explored whether this reciprocal pattern varied with different levels of business performance—decreased, unchanged, or improved—relative to pre-crisis economic performance. An empirical analysis was conducted on a sample of 114 SMEs from the Andalusian region (Spain) using a regression model with mediating effects. The findings reveal that reciprocity between POS and employee engagement was evident during the pandemic and was particularly strong among SMEs belonging to the sub-sample with negative economic results.
... Mergers imbue the resulting entity with synergies, elevating efficiency, and curtailing redundancies (Fiorentino & Garzell, 2015). Macey et al. (2009) have explained the employee engagement as, "an individual's sense of purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort, and persistence directed toward organizational goal. "An engaged employee augments productivity and cultivates an environment conducive to motivating others toward heightened engagement. ...
... The definition by Macey et al. (2009) characterized the level of the engagement of employees as the embodiment of a person's own purpose and focused energy, palpable to the surrounding showcasing initiatives, ability to adapt, determination and unwavering dedication for achieving the objectives of the institution. ...
Mergers and acquisitions in Nepal's banking industry are experiencing a surge due to regulatory pressures and various other factors. However, these deals pose several challenges, including employee disengagement. Despite the upward trend in mergers and acquisitions, the researches on the factors influencing the engagement level of the employees, particularly among Nepalese commercial banks, are lacking. Nepalese commercial banks significantly neglect the level of the engagement of employees. Thus, this study delves into how various factors, such as leadership and communication styles, career development opportunities, incentives and benefits, health and safety provision impact employee engagement in the aftermath of mergers and acquisitions transactions. The study employs quantitative research design, utilizing structured questionnaires for data collection. A total of 372 responses from employees across various commercial banks, spanning different corporate hierarchies, who have remained employed in banks that underwent mergers and acquisitions since 2020, have been gathered and utilized for subsequent analysis. The study's findings shed light on different factors affecting employee engagement and the level of their impact on employee engagement during mergers and acquisitions in Nepalese commercial banks. These findings provide practical insights for management bodies, human resource professionals, and policymakers, underscoring the importance of considering these factors when planning and executing mergers and acquisitions activities.
... Azmi (2017) stressed that the new Act had given immunity to the new administration, restraining employees and other relevant parties from bringing any litigations against them that occurred in the previous administration, aiming at allowing MAB to be business-focused. However, it is contended that the engagement of employees increases productivity and performance (Schliemann, 2009), propelling organizations toward competitive advantage (Macey et al., 2009). ...
... These acts tarnish a company's reputation, which is evident in the poor performance of MAB and loss of competitive advantage. It is contended that satisfying employees accelerates productivity and organizational performance (Schiemann, 2009), which steers an organization towards a competitive edge (Macey et al., 2009). ...
The 21st century has witnessed many successes and failures in the airline industry, and leadership was identified as one of the
main factors influencing management styles. As such, this research seeks to ascertain the best-suited leadership style for maximum
organizational performance in the airline industry, focusing on two reputable, accredited airlines, Malaysia Airlines Berhad (MAB)
and Southwest Airlines (SWA). The research establishes a comparative analysis of secondary data extrapolated from these two
airlines and presented in a thematic format. The discussions centered on transactional and transformational leadership styles
prevalent in this industry. The findings revealed that under a transactional leadership style, MAB suffered significant losses, while
SWA was always profitable under a transformational leadership style. MAB's leadership style, which inhibits creativity and
employee participation, and its decision to deny customers and employees the right to claim benefits have contributed to its failure.
On the other hand, SWA's success was attributed to the employees' faith and trust in their leader and vice visa, especially as their
leader chooses to retain them during financial crises. The research concluded that the transformational leadership style, which
considers employee satisfaction, trust, and competitive advantage, has maximum effect on organizational performance and
profitability and is recommended as best-suited for the airline industry
... WE have attracted the attention of business practitioners, academic researchers, and governments because they are considered an emerging form of individual-organization relationship, which not only increases individual loyalty and satisfaction but also contributes to performance (Agarwal et al., 2012). In the context of SET, employees who have WE tend to show more courageous behavior and can take risks (Agarwal et al., 2012;Macey et al., 2011). This is because WE involves the use of individual energy to achieve certain goals. ...
... The organization provides employees with various HRM practices, such as training, career development, recognition, and fair compensation. Within the SET framework, these HRM practices can be considered a source of exchange between organizations and employees (Macey et al., 2011). Employees can develop their skills, gain recognition, and feel valued for their contributions. ...
Purpose: This study aims to examine the partial and sequential mediating effects of work engagement (WE) and organizational citizenship behavior (OCB) on the relationship between human resources management practices (HRMP) and innovative work behavior (IWB) to find an integrative relationship mechanism.
Design/methodology/approach: This study used a cross-sectional data collection technique to obtain a usable sample of 324 employees in Indonesia who work in the banking sector. The least squares structural equation modeling was applied to the data analysis in this study.
Findings: The study's findings suggest that HRMP does not directly influence IWB. However, WE and OCB mediate partially or sequentially in the relationship between HRMP and IWB. These mediating mechanisms shed light on the psychological processes of employees, emphasizing the significance of innovative behavior in the workplace.
Research limitations/implications: This research implies the importance of paying attention to the role of WE and OCB in designing and implementing HRMP to increase IWB. These results also highlight the importance of a holistic approach to creating meaning in the workplace that can encourage innovative behavior.
Originality/value: This research offers a deeper understanding of the complex relationships between HRMP, WE, OCB, and IWB. These findings explore possible mediating mechanisms previously discovered in the literature and offer new insights for future research in this area
... 2.2. Work Engagement Work engagement, extensively researched for its profound impact on individuals and organizations, encompasses cognitive, emotional, and physical dimensions, reflecting deep immersion, intense focus, and significant involvement in work tasks (Christian et al., 2011;Macey et al., 2011). It entails the expenditure of energy across these dimensions to effectively pursue job-related objectives (Cameron et al., 2003). ...
... 2.3. Job Involvement Job involvement encompasses a complex array of psychological attributes reflecting an individual's commitment, identification, and personal significance towards their employment, extending beyond mere work engagement to include cognitive preoccupation, emotional engagement, and a profound concern for one's job (Kanungo, 1982;Lodahl & Kejnar, 1965). It signifies a deep psychological and emotional connection with one's work, where the job becomes integral to one's identity and personal importance (Sharma & Sharma, 2021). ...
Work engagement, job involvement, and job satisfaction are pivotal in shaping employees’ job outcomes, which subsequently influence organizational performance. However, these critical factors are often deficient in Pakistan’s pharmaceutical industry, leading to suboptimal performance levels. This study delved into the relationship between job outcomes and organizational performance, with a particular focus on the mediating role of the workplace environment. An analysis of data from 240 employees across 52 pharmaceutical companies in Lahore, utilizing SPSS and Hayes’ PROCESS macro, revealed that job attitudes significantly impact performance, mediated by the workplace environment. The study identified management practices, effective communication, technology integration, feedback mechanisms, and resource empowerment as key drivers of improved performance. These findings offer valuable insights for policymakers aiming to enhance employee outcomes and boost organizational performance within the pharmaceutical sector.
... Sedangkan pada teori motivasi ekstrinsik adalah dorongan untuk melakukan suatu aktivitas karena adanya imbalan eksternal atau tekanan dari luar. Ini mencakup insentif finansial, penghargaan, dan pengakuan (Macey et al., 2011). Karyawan yang merasa diakui dan dihargai cenderung lebih termotivasi untuk terlibat dalam pekerjaan mereka. ...
Fenomena komitmen kerja menjadi beberapa kalangan pada angkatan kerja di Indonesia menjadi sorotan menarik bagi peneliti. Hal ini berdasarkan banyakknya ketersediaan tenaga kerja di pasar tenaga kerja dan terbatasnya peluang kerja yang tersedia. Di sisi lain perbedaan kompetensi yang dimiliki dengan peluang kerja yang ada menjadikan pekerjaan sebagai hal yang mahal. Penelitian ini bertujuan untuk mengeksplorasi faktor work engagement . Penelitian ini dilakukan dengan menggunakan teknik pengambilan sampel conveniance sampling responden pada Angkatan usia kerja sesuai dengan data dari Badan Pusat Statistik 2024. Metodologi penelitian ini menggunakan pengekatan penelitian kuantitaitf dengan menggunakan SPSS versi 20. Hasil penelitian analisis faktor penelitian menyatakan faktor etika kerja berpengaruh paling dominan dan signifikan daripada faktor lainnya.
... Employee engagement is an employee who is fully engaged and fully dedicated to his/her job and organization that is connected physically, cognitively, and emotionally (Kahn, 1990;Macey et al. 2009;Schaufeli et al. 2003). The level of engagement is measured to determine the level of employee engagement in an organization. ...
This study aims to analyze the effect of employee engagement and organizational culture on employee performance in Bekasi by placing work motivation as mediation in a fit model. This study fills the research gap and requires repeated testing to assess the effect of employee engagement and organizational culture on employee performance from different perspectives. The research tools used is a quantitative cross-sectional study with a questionnaire for employees in Bekasi using Structural Equation Model with a fit mediation approach proving the role of the context. The study provides empirical evidence that employee performance is affected by employee engagement and organizational culture with work motivation and job satisfaction as fit mediations. The result of this analysis includes positive guidance, especially in encouraging employees through an active involvement with them and the existence of positive organizational principles that improve company performance.
... According to Buckingham and Coffman [53] employee engagement significantly predicts positive organizational outcomes like customer satisfaction, retention, productivity, and profitability. The top 25% on an engagement index in a study of 65 companies across different industries done by Macey, Schneider, Barbera, and Young [54] had a greater return on assets, profitability, and more than double the shareholder value than the lowest 25%. These studies demonstrate a connection between performance and involvement. ...
Strong job results require a lot of work and assistance from many people, particularly when it comes to aca-demic accomplishment. Therefore, the justification for this research is that success at universities involves knowledge, effort, and significant academic engagement. To encourage change and success in universities. Also, it is crucial to possess the necessary skills even when achieving this goal. Therefore, this research seeks to explain the relationship between knowledge management, core competencies, and university suc-cess with employee engagement as mediating. The data was gathered from ten Jordanian public universities. was also chose respondents were chosen using convenience sampling, and the data, which included respons-es from 365 respondents, were analyzed using the Partial Least Squares (PLS) modeling technique. The results of the research found that knowledge management and core competencies are significantly influ-enced by employee engagement and organizational success. Moreover, employee engagement has a signifi-cant relationship with organizational success. More importantly, the analysis revealed that employee en-gagement plays a mediating role between knowledge management, core competencies, and organizational success. Top management must begin planning the changes required to meet the demands of knowledge management and core competencies while also capitalizing on opportunities to improve organization success and employee engagement.
... This study demonstrates that nurses' engagement with work is valuable in the nursing context because it can elicit positive work behaviours to create safe and effective patient care (Bargagliotti, 2012). Work engagement refers to focused energy directed toward organizational goals (Macey, 2009;Schneider & White, 2004). The study adds to the previous literature that work engagement is not only related to compassionate care in general (Dewar & Mackay, 2010;Dewar & Nolan, 2013;Lloyd & Carson, 2011;van der Cingel, 2011) but the ability to provide the same (Nelson, 2019). ...
This cross-sectional study, conducted amid the second wave of the COVID-19 pandemic in April 2021, investigates compassion competence predictors among nurses in India's non-profit healthcare sector. Employing an online questionnaire, we scrutinized socio-demographics, nurse practice environment, nurse engagement, and compassion competence in medical college hospitals managed by private trusts. Linear regression analysis revealed that both nurse practice environment (β=0.982, p=< .001) and engagement (β=0.842, p=< .001) significantly predicted compassion competence during the pandemic. Notably, a high level of compassion competence was observed, primarily attributed to the nurses' practice environment and engagement. These findings underscore the influential role of a supportive practice environment and engaged nursing staff in fostering compassion competence. The study reinforces previous insights linking heightened compassion competence to enhanced healthcare quality. The implications extend to healthcare management, emphasizing the pivotal role of these factors in nurturing and sustaining compassion, especially during crises.
... Menurut Macey et al. (2009) bahwa employee engagement adalah kondisi yang diinginkan, melibatkan tujuan perusahaan, memiliki konotasi keterlibatan, komitmen, antusiasme, focused effort, dan energi sehingga employee engagement mencakup kedua komponen sikap dan perilaku. Menurut Cahill et al. (2015) bahwa keterikatan pegawai merupakan keadaan psikologis yang dikategorikan sebagai antusiasme, keterlibatan, dan dedikasi terhadap pekerjaan seseorang. ...
The level of competitiveness of Indonesian human resources (HR) in the world is recorded to have risen four ranks to position 47 based on the results of the Institute for Management Development World Talent Ranking (IMD WTR) 2023 research. The Indonesian Ministry of Finance realizes that one of the greatest strengths in an organization to achieve this lies in its human resources (HR). This study aims to identify the perceptions of employees of the Ministry of Finance's HR Bureau regarding work-life balance and employee engagement and to analyze the influence of work-life balance dimensions on employee engagement. The methods used are descriptive analysis and multiple linear regression analysis with SPSS 26. The results of the study show that employee perceptions of work-life balance and employee engagement are classified as good criteria, then the work-life balance has an effect on employee engagement, then there are two variables, namely Work Interference Personal Life and Personal Life Interference Work have an effect on employee engagement. The variables Work Enhancement of Personal Life and Personal Life Enhancement of Work have no effect on employee engagement. It can be concluded that employees can distinguish and understand their roles and responsibilities both in work and in their personal lives when working. Keywords: Employee engagement; Ministry of Finance; Work-life balance
... . Melcrum (2005) posits that employee engagement can be analyzed from three distinct perspectives: cognitive (intellectual alignment with organizational objectives), affective (emotional attachment to the organization), and behavioral (supporting organizational success). Employee engagement levels significantly impact employee performance, which is essential for organizational success (Macey et al., 2009;Mone & London, 2010). Gallup (2022) discovered that only 23% of employees worldwide were engaged, while 72% of employees in best-practice organizations were engaged. ...
Employee engagement is a powerful instrument for organizations to gain a competitive advantage, regardless of size or structure. Engaged employees are acknowledged as invaluable assets and contribute to improved productivity, commitment, and overall performance. This investigation examined the impact of various antecedents of employee engagement on the academic staff of private schools in Birendranagar, Surkhet. The impact of various factors on teacher performance was examined, including work environment, leadership, team and coworker relationships, training and professional development, compensation, organizational policies, and workplace well-being. Employing a positivist perspective, the study embraced a causal-comparative research strategy to explore the relationship between these constructs. After removing extreme outliers, only 389 of the 403 registered responses to the survey were retained for analysis. As revealed by multiple regression analysis, the work environment, training and career development, organizational policies, and workplace well-being significantly influenced teachers' performance. Conversely, compensation, team and coworker relationships, and leadership have insignificant impacts on employee performance. The results of the investigation can be used to establish new policies and programs that are designed to enhance the well-being of teachers. The results of this study provide a comprehensive understanding of the employee engagement factors that significantly influence employee performance in private schools. This information can be used to reinforce or rectify the organization's organizational practices and design features.
... More broadly, and among the many important opportunities for future research in the area of employee contributions to environmental sustainability, opportunities exist to establish more objective links between pro-environmental engagement, pro-environmental behavior, and organizational sustainability metrics (e.g., reductions in carbon emissions and waste; organizational financial return). Given that prior research suggests a link between work engagement and organizational financial returns (Macey et al., 2009), establishing such links within a pro-environmental context may incentive organizations to support, promote, and prioritize employees to proactively engage in pro-environmental initiatives. ...
Organizations are increasingly being held to account by a broad range of stakeholders to deliver products and services in an environmentally sustainable way. Within this context, employees are increasingly being recognized as important to the successful implementation of organizational environmental policies, procedures, practices, and initiatives. For organizations to successfully achieve environmental objectives, they need to enable a range of supports that promote employee enthusiasm for pro-environmental action, and that motivate employees to proactively engage in pro-environmental behaviors. The present study contributes to the employee sustainability literature by showing how four different sources of pro-environmental support influence employee pro-environmental engagement and pro-environmental proactive behavior. More specifically, and drawing from organizational support and engagement theory, the study tests a model analysing the impact of pro-environmental senior leader support, pro-environmental organizational support, pro-environmental supervisor support, and pro-environmental co-worker support on pro-environmental engagement, and, in turn, on pro-environmental proactive behavior. On-line survey responses from 347 Australian employees aged from 18 to 80 years old, working full-time or part-time, in a variety of industries were analyzed. Confirmatory factor analyses and structural equation modelling revealed support for the validity of the measures and for the relationships proposed. Overall, taking account of direct and indirect effects, the model accounted for 64% of the variance in pro-environmental engagement, and 43% of the variance in pro-environmental proactive behavior. All four sources of support significantly predicted pro-environmental engagement and, as proposed supervisor, coworker support, and pro-environmental engagement predicted pro-environmental proactive behavior. Relative weights analysis established that pro-environmental coworker support was the strongest predictor of pro-environmental engagement and proactive behavior. The results extend pro-environmental engagement theory by showing how different sources of pro-environmental support influence employee pro-environmental motivation and proactive behavior. The research also extends previous theory and research by showing that pro-environmental engagement had a significant influence on employee proactive behavior. Overall, the research suggests that through a focus on the provision of a range of supports, organizations can implement targeted and evidence-based employee-centred initiatives to become more sustainable, and to better meet their pro-environmental strategic goals.
... Accordingly, engagement behaviour during work typically reflects willingness to invest effort and involvement at workplaces with positive attitudes, mental resilience, and high energy levels toward work, which leads to active and proactive interventions and productivity in workplaces and a sense of pride and passion for work duties (Sekhar et al., 2018;Oluwatayo & Adetoro, 2020;Maamari & Osta, 2021). Engagement behaviour also manifests in proactive work, anticipation of opportunities in line with organisational goals, and participation in activities that harness these opportunities (Macey et al., 2009). In these contexts, engagement behaviour shares similarities and themes with attitudes of job involvement, commitment, loyalty, satisfaction, and retention (Maamari & Osta, 2021). ...
Motivated by social role and conservation of resources theories, we examine the link between innovative work behaviour and employee career satisfaction, and how workplace flexibility and work-related engagement behaviour relate to innovative work behaviour, comparing samples of male and female service sector employees. We apply a quantitative approach involving a self-administered cross-sectional survey of 176 female and 133 male employees in the Kuwaiti services sector. Gathered survey data was analysed with the aid of partial least squares structural equation modelling and involved using the SmartPLS software. From the analysis, our study finds a positive and significant relationship for work flexibility and engagement behaviour with respect to innovative work behaviour, and a stronger relationship between work flexibility and work-related engagement behaviour. Our results also suggest a positive and significant link between creativity-based work behaviour and career satisfaction for female employees, and between implementation-based work behaviour and career satisfaction for male employees. Our research is original in shedding light on the salient differences that exist between the innovative work behaviour of male and female employees with regard to career satisfaction. Theoretically, we advance a flexibility-engagement-innovativeness-satisfaction relationship that promotes career satisfaction, and diversity/inclusivity in workplaces, while managerially, our study recommends continuous reframing and use of innovative work behaviour-based incentives and talent optimisation policies.
... According to Jaiswal and Tyagi (2020), employee work engagement is an important dimension that shows employee commitment to their respective tasks and their efforts to develop innovation in the workplace. As Macey et al. (2009) added, organizations increasingly try to have employees who work with dedication, enthusiasm, and high energy for sustainable profits. Involved employees, if given the freedom to make decisions within their domain, will provide better performance (Runhaar et al., 2013). ...
Objective: This research investigates the impact of high-performance human resource practices (HPHRPs) on employees’ innovative behavior (EIB) both directly and through the mediating effects of work engagement (WE) and psychological capital (PsyCap) in a state-owned electricity company. Design/Methods/Approach: The data was gathered by conducting a survey questionnaire among 722 employees who work in an electricity company. The collected data was then validated through confirmatory factor analysis. The data was analyzed using the covariance-based Structural Equation Modeling (CB-SEM) technique to test the hypotheses. Findings: The findings indicate that HPHRP has a positive impact on Employee Innovative Behaviour (EIB), both directly and indirectly, through the mediation of Work Engagement (WE) and Psychological Capital (PsyCap) in a state-owned electricity company. Originality/Value: This paper is unique as it provides empirical evidence on how high-performance human resource practices impact employees' innovative behavior directly and with the mediation of work engagement and psychological capital. Practical/Policy implication: HR Managers should focus on employee participation and communication to increase employee work engagement and psychological capital, which will impact innovative behavior among employees. Researchers are encouraged to study employee and organizational performance measures other than Work Engagement and Psychological Capital influenced by high-performance work practices.
... The human resource dimension of sustainability can be characterized by employees' job satisfaction or their ability to commit to the workplace [2], so employee commitment to the workplace is an important component of business sustainability [3]. In the service industry, employees are the key element through which the organization differentiates itself from its competitors and attracts and retains consumers, thus contributing to creating and maintaining a sustainable competitive advantage [4]. Especially in hotel businesses, the shift working terms are considered to be the most important factor that is straining the health of employees [5]. ...
Safety culture is a key feature between employees’ job performance and organizational commitment. Hotel businesses are an important component of the service sector, and a customeroriented approach in these businesses increases organizational performance. Therefore, the increased organizational commitment of employees plays an important role in the implementation of a customeroriented approach. In this study, hotel safety culture, which is one of the important factors for business performance sustainability, is examined. In addition, the effect of hotel safety culture on job atisfaction, organizational commitment and customer-oriented behavior is examined. In this context, the research data were collected from the employees of 5-star hotels operating in Antalya and Doha through a questionnaire. The data were analyzed using PLS-SEM 4.0. As a result of the research, somen significant effects were found between the variables in the hypothetical research model. Based on the results obtained, theoretically, in support of the studies in the literature, a positive relationship was found between perceived safety culture and employees’ job performance. Accordingly, as practical suggestions, it is recommended that hotel managers take measures to increase the safety culture (staff training, increasing physical measures, making warning signs visible, etc.).
... Experts regarding employee engagement put forward many definitions. Engagement as an individual's perception and intention, personal drive, flexibility, exertion, and dedication towards accomplishing organizational objectives [16]. Furthermore defines employee engagement as a favorable outlook towards the organization and its principles [17,18]. ...
This research was conducted to further test how the effect of Additional Employee Income (TPP) and motivation on employee performance and engagement in the State Civil Apparatus (ASN) in Ponorogo Regency. The sample drew from the State Civil Apparatuses who already had structural and functional ranks in Ponorogo Regency, with a total of as 99 ASN taken from all UPDs in Ponorogo Regency. The questionnaire data was processed using the SmartPLS version 3.0 application. The test findings demonstrated that TPP significantly and favorably affects worker performance. Employee engagement is positively impacted by motivation, as seen by the positive value of the direct relationship between motivation and engagement. The direct effect of TPP on employee engagement indicates that it has a positive and notable influence on employee engagement. Conversely, there is a significant and positive correlation between employee engagement and performance. Therefore, it is clear from this research that workers are directly motivated by employee engagement, and that the increase in ASN performance is directly influenced by the provision of TPP. Keywords: additional employee income (TPP), motivation, performance, employee engagement
... This competency and skill are considered essential for all individuals especially those who are involved in the customer relationship role (Macey et al., 2009). The job-related skills abilities and competencies to show effective job performance are considered critical and crucial components of an organization's success (Robertson et al., 2012). ...
The main purpose of the study was to find out how task and contextual performance within organizations can be improved so as to achieve sustainable organizational performance. The study indicates that increasing task performance, which is about good implementation of formal job responsibilities, might result in favorable outcomes for sustainable organizational performance. Similarly, promoting contextual performance, which involves extra-role behaviors contributing to efficient organization operation, may also improve sustainable organizational performance. However, essentially, the research is all about raising both dimensions. This study aims at exploring the relationship between External Locus of Control (LOC), task performance and contextual performance among employees. The research design used was descriptive while data for the study was collected using convenience sampling method from 170 middle level managers of banks in Pakistan. After collecting data using a modified questionnaire, IBM SPSS 20.0 and AMOS 20.0 were used to analyze it. To conduct this analysis regression analysis was applied.
... The literature indicates that the concept of job engagement originated in the business world and was included in the works of Kahn (1990), and Gallup studies. According to the studies, job engagement is one of the most critical variables that has garnered considerable attention, as it is a crucial factor influencing employee performance (Macey et al., 2009). Kahn (1990) explained that job engagement involves employees adapting themselves to the requirements of the task and their roles in executing it. ...
... Indicators of work engagement include: vigor, dedication, absorption (Kular et al., 2008;Macey et al., 2009;Schaufeli & Bakker, 2003;Titien, 2016). ...
Objective: This study aims to determine the influence of organizational culture and self-efficacy on organizational commitment, with work engagement as a mediating variable. Design/Methods/Approach: This research uses a quantitative approach. The population in this study consists of all employees of PT. PLN. The sampling technique used is random sampling, with a sample size of 225 respondents. Data collection was carried out through questionnaires distributed via Google Forms. Data analysis was conducted using SmartPLS 4.0 software to perform outer model tests (convergent validity, discriminant validity, AVE, composite reliability, and Cronbach's alpha), inner model tests (model fit), and hypothesis testing. Findings: 1) Organizational culture affects organizational commitment, 2) Self-efficacy does not affect organizational commitment, 3) Organizational culture does not affect work engagement, 4) Self-efficacy affects work engagement, 5) Work engagement affects organizational commitment, 6) Organizational culture does not affect organizational commitment through work engagement, 7) Self-efficacy affects organizational commitment through work engagement. Originality/Value: The novelty of this research lies in the fact that no previous studies have examined organizational commitment at PT. PLN by considering the factors of Organizational Culture and Self-Efficacy, with Work Engagement as a mediating variable. Practical/Policy implication: The results of this research can be used as input in formulating human resource policies aimed at enhancing organizational commitment by considering organizational culture, self-efficacy, and work engagement.
... Menurut (Hewitt, 2015), employee engagement dapat diartikan sebagai "tingkat keterlibatan dan kepercayaan karyawan terhadap organisasi, yang menunjukkan tingkat kepuasan karyawan, produktivitas, dan retensi karyawan". Menurut (Macey et al., 2011), tingkat keterlibatan dan komitmen karyawan terhadap organisasi mereka. Hal ini melibatkan karyawan yang merasa terikat dengan nilai-nilai, tujuan, dan tujuan organisasi, serta merasa bahwa kontribusi mereka sangat dihargai dan penting bagi kesuksesan organisasi. ...
Penelitian ini bertujuan untuk menguji pengaruh keterlibatan dan pemberdayaan karyawan terhadap kinerja karyawan melalui variabel kesempatan promosi. Penelitian ini menggunakan pendekatan kuantitatif dan metode survey dengan metode analisis data menggunakan Structural Equation Model (SEM) PLS dengan menggunakan 40 indikator yang digunakan untuk mengukur masing-masing variabel laten terhadap 233 responden dari enam perusahaan yang keseluruhannya merupakan Grup Wilmar company yang terdapat di Kabupaten Serang Provinsi Banten. Hasil uji empiris menggunakana outer model analisis didapatkan dari 40 indikator terdapat 9 indikator yang tidak valid sehingga didropping dari model penelitian. Hasil uji reliabilitas menunjukan item indikator memiliki kehandalan dan konsistensi yang baik. Sedangkan hasil uji empiris menggunakan inner model analisis didapatkan model penelitian memiliki goodness of fit yang baik dengan nilai r-square yang sangat tinggi. Hasil uji hipotesis menunjukkan bahwa keterlibatan dan pemberdayaan karyawan memiliki pengaruh signifikan terhadap kinerja karyawan, baik secara langsung maupun tidak langsung melalui kesempatan promosi. Temuan ini menekankan pentingnya strategi manajemen sumber daya manusia yang memperhatikan aspek keterlibatan dan pemberdayaan karyawan untuk meningkatkan kinerja organisasi dalam menghadapi persaingan bisnis yang semakin ketat
... Ethical leadership is defined by Brown et al. (2005) as "the demonstration of normatively appropriate behavior through personal actions and interpersonal relationships, and the promotion of that behavior to followers through two-way communication, reinforcement, and decision-making". Ethical leaders want to empower employees through training and support, and leaders want to give employees the freedom to show initiative through responsibility and authority, which leads to employee engagement at work (Den Hartog and Belschak, 2012;Macey et al., 2009in Engelbrecht, 2017. When employees perceive their leaders to be fair in the distribution of rewards and treatment of employee efforts, employee trust in leaders will increase which will lead to a more engaged climate at work (Buckley, 2011;Wong et al., 2010in Engelbrecht, 2017. ...
PDAM or Regional Drinking Water Company is one of the local business units in Bandar Lampung. owned by the city of Bandar Lampung, which has a role to distribute clean water to the public. distribute clean water to the general public. The problem in This research is the lack of work engagement which is influenced by the attendance in the month of November 2023 which is not maximized and is proven by attendance in November 2023 which has not been maximized and is evidenced by the data of the work performance assessment list in the with the data of the assessment list for the implementation of work in the obedience section only experienced an increase of 0.32 per year, which is relatively small for a yearly scale increase and the occurrence of the for an increase in the scale per year and the occurrence of a change in leadership leadership turnover in 2022 so that this is the focus of researchers to see psychological empowerment by new leadership on the work engagement of PDAM Way Rilau employees. This research aims to determine the effect of psychological empowerment and ethical leadership on employee engagement of PDAM Way Rilau. The study population was 253 people and the sample was taken as many as 156 people. Data collection through questionnaires based on random sampling technique and processed using Multiple Linear Regression Analysis with the help of SPSS software. SPSS software. The results of the study showed that psychological empowerment (X1) and ethical leadership (X2) have a positive and significant effect on work engagement (Y), thus the hypothesis of this study is supported.the hypothesis of this study is supported.
... According to Saks (2006), a high attentiveness is often displayed in committed employees, which makes them more enthusiastic when performing their work, pursuing goals, and more motivated to solve problems for the organization. In other words, these committed employees would be less financially influenced (Kleine & WeiBenberger, 2014), are more productive (Macey et al., 2009), and are focused on career advancement. In addition, organizational commitment can alleviate the level of stress and the chances of burnout of individuals (Akdemir, 2019). ...
... and high in the case of emotional exhaustion (α = .89). For the Gallup measure, no copyright data were found, and no psychometric properties of the Engagement Survey were found (Macey et al., 2009). ...
Engagement has been defined as an attitude toward work, as a positive, satisfying, work‐related state of mind characterized by high levels of vigour, dedication, and absorption. Both its definition and its assessment have been controversial; however, new methods for its assessment, including artificial intelligence (AI), have been introduced in recent years. Therefore, this research aims to determine the state of the art of AI in the study of engagement. To this end, we conducted a systematic review in accordance with PRISMA to analyse the publications to date on the use of AI for the analysis of engagement. The search, carried out in six databases, was filtered, and 15 papers were finally analysed. The results show that AI has been used mainly to assess and predict engagement levels, as well as to understand the relationships between engagement and other variables. The most commonly used AI techniques are machine learning (ML) and natural language processing (NLP), and all publications use structured and unstructured data, mainly from self‐report instruments, social networks, and datasets. The accuracy of the models varies from 22% to 87%, and its main benefit has been to help both managers and HR staff understand employee engagement, although it has also contributed to research. Most of the articles have been published since 2015, and the geography has been global, with publications predominantly in India and the US. In conclusion, this study highlights the state of the art in AI for the study of engagement and concludes that the number of publications is increasing, indicating that this is possibly a new field or area of research in which important advances can be made in the study of engagement through new and novel techniques.
... Numerous studies have underscored that fostering employee engagement is a pivotal strategy for enhancing worker performance. Research by [3];[4]; [5][6], [7] indicates that elevated levels of worker engagement correlate with improved Job performance, task performance, productivity, discretionary effort, affective commitment, continuous commitment, psychological atmosphere, and customer service are all examples of corporate citizenship behavior. Given the established relationship between worker involvement and performance, this research aims to ascertain how employee engagement influences overall performance. ...
PT Semen Padang (Persero) Tbk is an established Indonesian corporation operating in the cement industry. Increased competition in the local market is projected to improve the quality of cement produced by the inflow of many new businesses into Indonesia . This research aims to identify, evaluate, and quantify the immediate and secondary impacts of professionalism, training, work productivity, and employee performance. A proportional random sampling technique was utilized to choose 296 employees from PT Semen Padang (Persero) Tbk, with the data subsequently examined using SEM-PLS. The data further reveal that professionalism moderately improves employee performance, while training considerably enhances it. Work productivity is shown to have a noteworthy positive impact on employees' productivity. Additionally, both professionalism and training serve as mediators, positively influencing employee performance due to their impact on work productivity. This study underscores the pivotal role of professionalism and training in augmenting work productivity and overall employee performance. This study underscores the pivotal role of professionalism and training in augmenting work productivity and overall employee performance. The results emphasize the significance of these factors in maintaining competitiveness in Indonesia's cement industry amidst increasing market rivalry.This research advises companies to improve professionalism and increase the intensity of training, which can provide benefits for improving employee performance.
... a positive relationship is described as a condition where employees have a special connection with the work environment, enabling them to adopt all necessary measures and contribute optimally to the organization's progress (Rameshkumar, 2019). employee engagement is also related to the mood, personality, and actions executed in the workplace, as well as developing a consistent relationship with the company's performance (Macey et al., 2009). it involves understanding one's behavior in a firm. ...
This study aimed to analyze the effect of Islamic Leadership and Job Satisfaction on Sharia Engagement and Employee Performance to build a model linkage capable of enhancing the performance of Islamic banks in Indonesia, which can be implemented through managerial or internal policies. This is quantitative research with data collected by distributing questionnaires to 400 employees of Islamic Bank in Indonesia and analyzed using the SEM. The result showed that Islamic Leadership significantly affects Sharia Engagement and Job Satisfaction. Job satisfaction also has a significant effect on Sharia Engagement, and Sharia Engagement has a significant effect on Employee Performance. Meanwhile, Islamic Leadership and Job Satisfaction do not have the ability to significantly impact Employee Performance. The relationship between these variables shows that the Islamic Leadership model alone is not enough to improve Employee Performance. Its implementation tends to affect Job Satisfaction and increase Sharia Engagement, thereby affecting Employee Performance. Meanwhile, the indicator of Belief in Supervision from Allah SWT, has the smallest loading factor value. It indicates that the ukhrawi dimension was not properly implemented. This is a significant task for Islamic banking in Indonesia to be perceived as a product label and an integral dimension of employees. Study limits: Focus on specific variables, excluding factors like internal marketing and employee welfare. Data covers a three-year period for Sharia Banking employees, not fully capturing relationships for those with less experience. Neglects cultural aspects in Islamic banking management, offering an incomplete view of work culture in Indonesian Islamic banks.
... An organization's financial performance, return on investment, and employee performance are all highly impacted by employees' engagement (Katou, 2017;Hansen, 2014;Demerouti, 2010;Macey, 2011;. When it comes to achievement and productivity, high-performing individuals routinely beat their disengaged employees (Kazimoto, 2016). ...
Many organizations around the world have been dealing with issues related to employee altruism, fatigue, and burnout in the twenty-first century. In order to address the issues, all organizations strive to increase the cognitive, physical, and emotional engagement of their workforce. So, this study aims to investigate the Employee Engagement in Nepali Commercial Banks: A Focused Group Discussion Analysis in order to address this issue. This research is descriptive and based on the previous research findings applying the Focused Group Discussion technique of sampling under qualitative research assumption. The employees' engagement domains vigor, dedication and absorption have been found positive. Similarly, the availability, safety and meaningfulness all had positive impact on employees' engagement in the Nepali commercial banks. This study is primarily based on qualitative analysis by taking the views of employees using FGD of the participants of commercial banks in the three districts of Kathmandu Valley. Researchers and company executives looking to learn more about the types and level of engagement activities going on in Nepali commercial banks find this study 64 to be useful. This research may be the first of its kind in the context of Nepali commercial bank.
... It is the constructive, energetic and enthusiastic working status that reflects the strong working and operational capability as well as the professional identification of the employee (Wan et al., 2018). Its potential to lift the quality of leader-employee reciprocal exchange to another level is hypothetically conceivable in its essence of cognitive boosting of involvement, endeavour, focus and immersion (Macey et al., 2009). On the other hand, LMX accentuates the dyadic relationship-based leadership whereby leaders are assumed to influence employees in their group (who are referred to as members) through the quality of the relationships they develop with them (Graen & Uhl-Bien, 1995;Liden et al., 1993). ...
This study adds value to the existing literature on social exchange theory in analysing the relationship between inclusive leadership and innovative work behaviour with the mediating effects of work engagement and moderating effects of leader-member exchange. We designed the present study using a time-lagged method to avoid issues of common method bias. The data were collected using convenience sampling in 3-different time lags. Convenience sampling was used and a total of 214 responses were collected. The empirical results indicated that inclusive leadership and innovative work behaviour were not positively related. However, we also obtained empirical support for the mediating role of work engagement and the moderating role of LMX on the inclusive leadership and innovative work behaviour relationship. This paper discusses theoretical and practical implications based on social exchange theory. The study highlights how inclusive leadership helps employees enhance their innovative work behaviours through the indirect effects of work engagement and moderating effects of leader-member exchange. The study also forwards robust future research directions.
... This underscores the importance of providing adequate and appropriate compensation to ensure job satisfaction and employee engagement. An employee's appreciation of goals and concentration of energy, which appears in the form of initiative, effort and persistence towards organizational goals, is work engagement according to Macey et al., (2009). Continued by Gallup, (2013) work engagement is a work bond that fully involves employees and is truly willing to be involved in an organization. ...
This study aims to assess the impact of leadership effectiveness, work motivation, and compensation on employee job satisfaction, as well as their influence on job engagement at PT. Beautiful Gift Partners. A survey method with a quantitative approach was employed, targeting 200 employees from the company. Using the Slovin formula, 133 respondents were selected. Statistical analyses included validity and reliability tests, path analysis, partial hypothesis testing (t-test), and the Sobel test. Findings reveal that leadership effectiveness positively influences job satisfaction, while work motivation does not. Compensation positively affects job satisfaction, yet job satisfaction does not significantly impact work engagement. Furthermore, leadership effectiveness, work motivation, and compensation do not directly influence work engagement through job satisfaction. Abstrak Penelitian ini bertujuan untuk menilai dampak efektivitas kepemimpinan, motivasi kerja, dan kompensasi terhadap kepuasan kerja karyawan, serta pengaruhnya terhadap keterikatan kerja di PT. Beautiful Gift Partners. Metode survei dengan pendekatan kuantitatif digunakan, menargetkan 200 karyawan dari perusahaan tersebut. Dengan menggunakan rumus Slovin, dipilih 133 responden. Analisis statistik meliputi uji validitas dan reliabilitas, analisis jalur, pengujian hipotesis parsial (uji t), dan uji Sobel. Temuan mengungkapkan bahwa efektivitas kepemimpinan berpengaruh positif terhadap kepuasan kerja, sedangkan motivasi kerja tidak. Kompensasi berdampak positif terhadap kepuasan kerja, namun kepuasan kerja tidak berpengaruh signifikan terhadap keterikatan kerja. Selain itu, efektivitas kepemimpinan, motivasi kerja, dan kompensasi tidak secara langsung memengaruhi keterikatan kerja melalui kepuasan kerja.
... Employee engagement is of critical importance to organizations as it is associated with employee well-being and performance (Christian et al., 2011;Knight et al., 2017), organizational performance (Macey et al., 2009), and competitive advantage (Albrecht et al., 2020). Although there are different perspectives on employee engagement, there is underlying conceptual unanimity that engaged employees exhibit an investment of energy toward fulfilling work-related responsibilities (Bakker et al., 2008). ...
To meet the shifting needs and preferences of the contemporary sales workforce, sales organizations are deploying idiosyncratic deals (I-deals), or mutually beneficial individualized workplace arrangements between salespeople and the organization. However, research is lacking on how, and under what conditions, I-deals facilitate work engagement and performance among salespeople. In this study, based on analysis of data gathered from 221 business-to-business salespeople, we demonstrate that I-deals are positively related to two foci of salesperson work engagement (i.e., social engagement and change engagement) and salesperson performance. Furthermore, we find that ethical self-leadership, which is driven by ethical leadership, functions as an internal self-governance mechanism that strengthens the impact of I-deals on salesperson work engagement. Based on these results, we delineate novel theoretical and practical implications on the role of I-deals in facilitating effective sales talent management.
Employees who have completed their work roles, theseemployees are fully engaged in their work. They are overflowing with vitality,devoted to their job, and submerged in their work performances. This articleprovides a brief explanation of the idea of work engagement. Research showsthat work and personal resources are the primary indicators of engagement. Theworkers are engaged with new data and more productive to change their workconditions. Findings of the past studies are coordinated into a common modelthat can be used to create work commitments and promotions in the current workenvironment.
This study set out to ascertain the relationship between employee trust as an intervening variable and the effects of organizational culture and employee engagement on employee performance. This research uses quantitative methods, namely by analyzing the Least Squares Technique (PLS). There were 120 participants in the study's sample. Saturated sampling was used to get primary data via questionnaires. Path analysis, direct effect, and indirect effect are among the data that are collected through the use of questionnaires and hypothesis testing. The findings demonstrated that while organizational culture and employee engagement had no direct impact on performance, they did have a favorable and considerable impact on employee trust. Employee performance is also positively and significantly impacted by employee trust. Employee engagement and organizational culture have a positive and significant effect on employee performance through employee trust. The relationship between employee engagement, company culture, and employee performance is mediated by the variable of trust. The results of this study can provide practical guidance for management and HRD in designing policies and programs aimed at improving employee performance through the development of trust, engagement, and a healthy organizational culture.
This study aims to evaluate the critical role of employee engagement in enhancing productivity, retention, and organizational sustainability. It investigates how engagement influences individual and team performance, explores contextual factors affecting engagement, and proposes strategies to address challenges in maintaining high levels of employee engagement. The study employs a Systematic Literature Review approach, synthesizing qualitative insights from diverse organizational contexts. It integrates theoretical frameworks, particularly the Job Demands-Resources Model, to analyze the interplay between engagement, job demands, and managerial resources. Secondary data from reputable academic sources are systematically reviewed to uncover patterns and insights into employee engagement dynamics. The findings reveal that employee engagement directly enhances motivation, creativity, and innovation, fostering higher productivity and reducing turnover. Engagement is influenced by both internal factors (recognition, career development opportunities, and managerial support) and external factors (work models, organizational culture, and work-life balance policies). Additionally, the study highlights challenges such as workload pressures, generational differences, and the complexities of remote and hybrid work environments. Practical strategies, such as recognition programs, flexible work policies, and leveraging engagement analytics, are critical to sustaining engagement and organizational success. Practically, this research offers evidence-based recommendations for organizations to design adaptive engagement strategies that enhance productivity, reduce turnover, and support long-term sustainability. The study also contributes to academic discourse by expanding the theoretical understanding of engagement within contemporary work contexts. Future research should address longitudinal analyses and explore emerging factors like technology and generational shifts to refine engagement strategies further.
This study examines the interplay of task identity, job specification, affective commitment, and turnover intentions in Vietnam's financial sector amid the digital transformation era. A stratified random sampling method was employed to select 250 employees across banking, insurance, and fintech organizations, ensuring diverse representation. Data collection was conducted using a structured online questionnaire, distributed via email over three months. The questionnaire incorporated validated scales to measure the primary variables: task identity, job specification, affective commitment, and turnover intentions. Structural Equation Modeling (SEM) was used to analyze relationships and mediating effects among variables. Findings reveal that job specification positively influences affective commitment by fostering clarity and reducing role ambiguity. Task identity, while generally beneficial, exhibited a nuanced negative impact on affective commitment under stress-inducing conditions, such as high organizational expectations during transformation. Affective commitment was found to significantly mediate turnover intentions, demonstrating its central role in retaining employees. The study highlights the need for tailored human resource strategies, including clear role specifications, supportive leadership, and career development programs, to enhance employee commitment and mitigate turnover in evolving financial environments.
This review paper examines the integration of data-driven analytics into Human Resource Management (HRM) and its role in enhancing decision-making and organizational effectiveness. The primary objective is to synthesize existing research on the strategies for leveraging data analytics to optimize key HR functions such as talent acquisition, performance management, employee retention, and workforce planning. By analyzing a wide range of academic and industry literature, the paper provides a comprehensive overview of how data-driven insights can transform HR practices. The findings suggest that organizations incorporating data analytics into HRM processes achieve improved decision-making accuracy, reduced biases, and enhanced predictive capabilities regarding workforce trends. The review highlights the positive impact of data-driven HRM on employee engagement, talent alignment with organizational goals, and overall organizational agility in responding to market dynamics. The paper also explores the strategic implications of this integration, including the necessity for HR professionals to develop data literacy skills and the ethical challenges related to data privacy and algorithmic decision-making. Additionally, the review identifies potential barriers to the adoption of analytics in HRM, such as technological infrastructure and cultural resistance within organizations. The paper underscores the significant opportunities presented by data-driven HRM in driving organizational success. It further discusses future prospects, including the growing influence of artificial intelligence in HR analytics and the potential for more customized employee experiences, signaling a shift toward more data-centric HR practices.
Leaders hold significant influence on employees and organizations. This study primarily focused to examine the relationship between ethical leadership and employees' work engagement and job satisfaction, and it aimed to examine the differences in ethical leadership-work engagement-job satisfaction relations by gender. Multiple-group analysis was used to investigate gender-based differences. The findings revealed a significant relationship between ethical leadership and both job satisfaction and work engagement. Ethical leadership and job satisfaction and work engagement positively related. The model predicted for the entire data set was also estimated for the male and female groups. While all pathways were statistically significant in the male group however the direct relationship between ethical leadership and job satisfaction was statistically insignificant in the female group. The results of the current study emphasize the importance of ethical leadership in shaping employee engagement and job satisfaction, while also revealing differences among female and male employees.
The trustworthiness of a leader has a significant influence on an organization's reputation, followers, suppliers, and
stakeholders, though it is still under investigation in terms of its effect on building regional cooperation. This study aims
to explore the criteria to confer a leader’s trust, the antecedents of leaders’ trust, the core perceived attributes to gain a
leader's trust among regional peer leaders, and the perceived determinants to establish or uplift trustworthiness. To
address the study's purposes, it adopted an exploratory qualitative study using focus group discussion and key
informants' interviews from the perspectives of youth leaders. Theme based content analysis using inductive approach
was carried out to categorize similar or different conceptions that further discussions made to align with the literature.
The findings indicate that core criteria to confer a leader’s trust include leadership competence, relationship building,
and leadership environment (context). Leadership values, functions, and roles are key antecedents of leaders’ trust.
Essential attributes to gain a leader’s trust among peers embrace of a philosophical attribute, leadership qualities, values,
and attributes of benefits, and collaboration. Furthermore, in establishing or uplifting a leader’s trust solely depends on
a leader’s behavior and functions. The results of the essences of leadership trust, which focus on constraints and
opportunities for regional cooperation, are insightful for academicians and practitioners, as well as paving the way for
future qualitative and quantitative research in the leadership science.
The goal of this study is to determine the effect of occupational self-efficacy on work engagement in millennial-generation employees, with organizational commitment as a mediation variable. The population of this research includes members of the millennial generation working in Jabodetabek. The sample comprises 250 respondents; the sampling technique is non-random sampling using the convenience sampling technique. Data processing uses Macro Preacher & Hayes contained in SPSS verse 25, called PROCESS. The study results reveal that occupational self-efficacy has a significant effect on organizational commitment, and organizational commitment has a significant effect on work engagement. Occupational self-efficacy has a significant effect on work engagement, and organizational commitment mediates occupational self-efficacy and work engagement among millennial generation employees who work in Jabodetabek. The direct effect of occupational self-efficacy on work engagement is greater than the indirect effect.
The purpose of this research is to determine the effect of employee engagement on work ability on employee productivity. The research objects used in this research are employees at BPR Bank Buleleng 45 Senirit Cash Office in Bali. The method used in this research is a quantitative descriptive method with data collection instruments in the form of questionnaire. Statistical data analysis (SPSS) to test the hypothesis that has been proposed. The results of this research are 1) employee engagementpositive and significant effect on employee productivity with t value >1 table = 2.524 1.071 sig=0.015; 2) work ability has a positive and significant effect on employee productivity with a calculated t value > t table = 5.062 >1.071 sig=0.000.3) employee engagement and work ability simultaneously hasp an effect on employee productivity with the calculated F value-73.685 and a significant value of 0.000.
BACKGROUND: The current challenging time necessitates looking beyond designated, traditional, and role-based sources of leadership and instead looking at a range of more inclusive leadership styles. This is the first endeavor to investigate how a sustainable leadership style drives work engagement by mediating the effects of perceived organizational support and mental health. These factors generate unique pathways yet to be assessed in the literature. OBJECTIVE: Drawing on the conservation of resources theory, our study strives to analyze a sequential mediation framework for employee engagement under the influence of sustainable leadership along with the mediating effects of perceived organizational support and mental health. METHODS: Data collection was performed during COVID-19 at different times, with an interval of three weeks, from 365 healthcare workers in Pakistan’s private and public sector hospitals. Data analysis was performed using SEM and PROCESS Macro by Hayes. RESULTS: The study reveals that in overcoming challenges like COVID-19, perceived organizational support and a health worker’s mental health play a vital role in explaining the association between sustainable leadership style and work engagement. CONCLUSION: The findings of the current study will inspire the administration of healthcare institutions to invest resources that foster a supportive environment for their workers by employing sustainable leadership practices, reducing the effects of overwork and pressures faced by frontline workers during the COVID-19 pandemic. If healthcare workers are left on their own to tackle the challenges of the pandemic, disengagement, which leads to higher absenteeism and lower productivity, may topple the whole system.
This article examines the influence of employee engagement on financial performance of SMEs in Lagos State, Nigeria, using a survey research design with a random selection of 450 respondents from a population of 4,535 small and medium enterprises in Lagos State, Nigeria. Data were collected through a systematic review of the literature and a structured questionnaire. The data obtained from the questionnaire was subjected to descriptive and inferential statistics. The result showed a significant positive relationship between employee engagement and financial performance of SMEs (r = 0.35; p e” 0.01). Employee engagement positively correlated with the financial performance criteria such as profitability, financial strength, operating efficiency, performance stability, level of indebtedness, and ability of the enterprises to raise capital. The findings suggest that employee engagement should be strengthened to enhance the financial performance of SMEs. SMEs can enhance employee engagement through the use of improved employee- management relations, regular training, teamwork, and increase in capacity utilisation rates.
This paper examines employee engagement within the UAE waste management sector, specifically focusing on a waste disposal company in Abu Dhabi Emirate. Using qualitative methods, including interviews and thematic analysis, the study identifies key factors affecting engagement and their implications for organizational outcomes. Findings reveal that training, employee voice, rewards, work environment, Emiratization policy, and flexibility significantly impact engagement. The study contributes to the literature by providing insights into engagement in a sector with unique challenges and offers practical recommendations for enhancing engagement in waste management organizations.
Diversity is like a double-edged sword because it leads to innovation and the creation of new wealth when managed, and creates confusion, conflict, and a silos mentality that drains the organization's resources when not managed. There are at least four generations in the workplace in a modern organization. One positive potential of this workforce is the collective intelligence of employees, which can drive competitive advantage. This can be harnessed only when the workforce is managed. The book chapter identified the generational differences that arose from significant life events in each generation. It also defined a diversity model that shows leadership behaviors that create a work climate that values and celebrates differences in the workforce. Leadership behaviors drive the creation of a work climate that guarantees the three ‘C's needed for the engagement of all generations to harness their collective intelligence for superior organizational performance.
Human resources are considered one of the most important aspects of organizations as it has a significant impact on performance and success. With the rapid growth of technologies and societal change, human resources have also been influenced and has undergone rapid transformation. In this regard, this study aimed to explore and analyses the entrepreneurial opportunities arising from the technological trends in the human resource ecosystem in Iran in the next 2 to 5 years. This exploratory mixed methods study was conducted using a quantitative-qualitative approach. First, 17 technological trends were identified in a literature search from over 40 sources. Then, a survey sought the opinions of 57 experts to priorities the trends. Then, semi-structured interviews with 21 technology and HR experts were conducted using MAXQDA software to extract 243 open codes for opportunities, which after synthesis led to 38 identified technology-based entrepreneurial opportunities, including developments such as interactive VR safety training platforms, AI-supported CV analyses and AI-based compensation systems. The identified opportunities are categorized into six key areas: talent acquisition, rewards, compensation and work experience, employee relations and risk management, HR information management, HR administration and shared services, talent management and development. The findings can assist entrepreneurs, employers, and HR professionals in recognizing and leveraging technology-driven opportunities in human resources.
Human resources are the most important aspect in carrying out management activities. In order to realize this, an employee retention level is needed in an organization. This research aims to test and analyze whether, Employee Value Proposition, and Employee Engagement have a significant effect on Employee Retention, as well as whether Employee Engagement can mediate the influence between Employer Branding and Employee Value Proposition on Employee Retention. The total population in this study was 47 respondents with a total sample taken using saturated sampling of 42 respondents, because there were several employees who were continuing their education. The respondents in the sample were employees of the Bank Indonesia Jember Regional Representative Office with permanent employee status. The type of data used is quantitative qualitative data. The data source used is primary data, where this data is obtained from the results of respondents' direct answers through research questionnaires and interviews. The data analysis method used in this research is Path Analysis with the help of IBM SPSS Statistics 26.0 software. The results of this research show that Employer Branding, Employee Value Proposition, and Employee Engagement have a significant effect on Employee Retention, and Employee Engagement can mediate the influence between Employer Branding and Employee Value Proposition on Employee Retention.
Purpose: This Research work focuses at how service and justice climates influence the strength and direction of the relation between Employee engagement and financial and non-financial results in service businesses, as well as the moderating impact of these climates on this relationship. Method: This research employs a quantitative method, collecting data from workers (N=376) in different service sectors and analysing it using SmartPLS software to investigate the moderating impacts of Service and Justice Climates on Work Engagement and Organizational Performance The survey covered North Indian service sectors. A questionnaire was issued online to over fifty firms across several service verticals. A total of 480 samples were gathered, and after filtering, 376 samples were utilised for result analysis. Results: This research found that service and justice climate moderates the relationship between employee engagement and financial and non-financial Performances.This investigation emphasizes the need of organisations creating service and justice climate resulting in maximisation of performance advantages of employee engagement programmes, emphasising the necessity for managers and leaders to prioritise service excellence and procedural compliance. Research Implications: This research investigates the results of service and justice climate on employee engagement and organisational performance, providing practitioners with useful insights on how to optimise engagement programmes while also improving organisational efficiency and sustainability, and contributes to current knowledge of Employee Engagement. Originality/value: Supporting current knowledge, this study examines how service and justice cultures affect employee engagement and organisational performance, helping practitioners improve engagement efforts and organisational success and sustainability.
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