A Study on the Drivers of Employee Engagement Impacting Employee Performance

Bedarkar, Madhura; Pandita, Deepika

doi:10.1016/j.sbspro.2014.04.174

Cited by 258 publications

(250 citation statements)

References 24 publications

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“…To conclude, organisational rewards (Bussin & Toerien, 2015;Jacobs et al, 2014;Nujjoo & Meyer, 2012), workplace trust (Krot & Lewicka, 2012;Sousa-Lima, Michel & Caetano, 2013) and work engagement (Bedarkar & Pandita, 2014;Beukes & Botha, 2013) are important behavioural-related concepts within today's world of work. With high turnover rates and the poor global economic climate, these concepts are significant for behavioural practitioners who invest time and energy into improving their talent management strategies for the purpose of seeking to retain skilled and valuable employees.…”

Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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“…There is less rigorous academic research on topic of employee loyalty. This gap has provided opportunity to develop an integrated model to analyse the drivers of employee loyalty (Bedarkar & Pandita, 2014). The key factors have been empirically analysed as previously the empirical effects have not been studied in a way to lead the business sector.…”

Section: Significance Of the Studymentioning

confidence: 99%

“…The relationships among co-workers, teams and work environment significantly affected the employee engagement. Bedarkar and Pandita (2014) recognized that loyalty of employees with their jobs increases if coordinated and friendly work environment is provided to them. The significant change in work processes could be done through technical innovations leading to high productivity.…”

Section: Literature Reviewmentioning

confidence: 99%

Assessing Employee Loyalty through Organizational Attributes in Telecom Sector: An Empirical Evidence

Tariq¹

2017

ASSRJ

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Employee loyalty is a value addition concept in the overall organizational success. The main purpose of this research study is to identify the impact of core attributes of organizations on employee loyalty and their predictability power for the concept particularly in telecommunication sector in Pakistan. This is a correlational study conducted to investigate the relationships. Data were collected using a survey questionnaire validated under a pilot study. Initially 250 questionnaires were distributed among employees and valid responses of 190 questionnaires were analysed. Found that job involvement, perceived organizational support, employee engagement and distributive justice have positively significant impact on employee loyalty. Due consideration is required for the factors like distributive justice and perceived organizational support to focus on more amicable work environment and promote the supportive mechanisms for employees to work and excel. The main predictors of employee loyalty connote a healthy working environment reflecting the organizational efforts for creating a social impact. Employees would gain special attention in terms of the factors being addressed in this study. The research focuses on the growing importance and demand for crystallizing the concept of employee loyalty.

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“…They care about the future of the company and are inclined towards putting an extra effort for the company's success. There are generally three factors that drive the employee engagement which are leadership, communication and work life balance (Bedarkar & Pandita, 2014). Other possible factors that affect the employee engagement are supervisor relationships and work environment (Parsley, 2006;Saks, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…It is observed that the CEO's credibility inimically comprises of his expertise and trustworthiness that influences the employee engagement that further affects the organization's performance and productivity (O'Keefe, 2002;Bedarkar & Pandita, 2014). The CEO's credibility is defined in terms of the degree of employee confidence, belief, and acceptance towards the CEO (Park & Berger, 2004).…”

Section: Introductionmentioning

confidence: 99%

An Analysis of Credibility of CEO’s in an Organisation Linkage with Employee Engagement

Sant¹

2016

ASS

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The current study examines the credibility of the respective Chief Executive Officer (CEO's) in an organization while linking its impacts with the concurrent facets of employee engagement. The credibility of a Chief Executive Officer (from now on referred to as the CEO) can greatly influence his/her employee's behaviour and perception towards the company's objectives and reputation. A CEO with a credible reputation can help increase the productivity of workforce, the quality and quantity of leads, secure loyal customers, and help in retaining employees. The present study surveyed 186 employees randomly selected from the top 100 companies in India using the questionnaire developed by researcher to measure credibility of CEO linkage with employee engagement. Further the quantitative questionnaires collected from 186 employees were tabulated and analysed in order to study the linkage of the credibility of a CEO in an organization with the employee engagement and its effect on the organization's success. The result shows that the CEO's credibility is positively associated with employee engagement and subsequently affects the organizational reputation and success.

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A Study on the Drivers of Employee Engagement Impacting Employee Performance

Cited by 258 publications

References 24 publications

The influence of organisational rewards on workplace trust and work engagement

The influence of organisational rewards on workplace trust and work engagement

Assessing Employee Loyalty through Organizational Attributes in Telecom Sector: An Empirical Evidence

An Analysis of Credibility of CEO’s in an Organisation Linkage with Employee Engagement

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