Creating an Engaged Workforce

Jiang, Hua; Men, Rita Linjuan

doi:10.1177/0093650215613137

Cited by 149 publications

(81 citation statements)

References 31 publications

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“…Every organization needs to address its employee relations as same as it approaches its relationships with other major stakeholders. Symmetrical and clear communication with employees is perceived as a positive and strong driver for employee engagement (Jiang and Men, 2015). Aligning the studies with the same, a research was conducted by taking 438 sales representative of a South Korean leading cosmetic company in order to test the hypotheses linking symmetrical communication and employee engagement positively and significantly.…”

Section: The Effect Of Communication On Employee Engagementmentioning

confidence: 99%

The Impact of Training & Development and Communication on Employee Engagement¬ – A Study of Banking Sector

Siddiqui

Sahar

2019

BMS

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This study analyzed the impact of training, development and communication on employees engagement in banking sector of Karachi. Data was taken thorough questionnaires from 120 employees out of which 100 were returned. Different statistical techniques such as descriptive statistics, confirmatory factor analysis and structural equation modeling were used for analysis. Results showed a positive impact of training and development and internal communication on engagement. Findings of the study have the potential of practical implication for managers and employees alike where they can increase engagement level in banking sector through strategic and tactical communication process and fulfilling the training needs of employees to meet the requirement of current job settings. Hence, practitioners need to understand the value of the participatory factors to compete effectively at the national and global levels through effective implementation in the engagement strategy.

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Section: The Effect Of Communication On Employee Engagementmentioning

confidence: 99%

The Impact of Training & Development and Communication on Employee Engagement¬ – A Study of Banking Sector

Siddiqui

Sahar

2019

BMS

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“…ISSN 2162-3058 2020 transparent internal communication Demonstrate the genuine interest of the organizational leaders to maintain and enhance the relationship with employs following that transparency is opposite of secrecy It is characterized by openness (Rawlins, 2009) Internal communication is characterized by transparent communication (Men & Stacks, 2014) and the strategic communication has gained that prominence in literature (Jiang & Luo, 2018)Transparent communication build organizational trust is identified by communication ( (Jiang & Luo, 2018;Rawlins, 2008) And help in employee-organization relationships enhancement (Men & Stacks, 2014) Whereas transparency is comprised of three elements informational participatory and accountability transparency and these three -work together but are analytically distinct‖ (Balkin, J M, 1999, p. 393) . Furthermore, (Rawlins, 2008)and (Jiang & Men, 2017) they found that There's is a direct relationship between employees trust toward organization and transparent internal communication. Therefore transparent communication cultivate trust and help in overcoming issue of uncertainty.…”

Section: Authentic Leadership and Employee Organizational Trustmentioning

confidence: 99%

Authentic Leadership and Openness to Change in Pakistani Service Industry: The Mediating Role of Trust and Transparent Communication

Basit

Siddiqui

2020

IJHRS

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Organizations to engage in strategic change initiatives to remain competitive. Leadership is the top determinant of successful change. This study investigated the factor affecting the employee’s openness to change during process of change and how leadership affects that. We proposed a theoretical framework, modifying (Yue, Men, & Ferguson, 2019) by incorporating Authentic in place of transformational Leadership. We hypothesized that authentic leadership affect organisational trust during change both directly, as well as by inducing transparent communication. Trust would in turn positively affect openness to change. Authentic leadership included 1. Self-Awareness, 2. Relational Transparency, 3. Balanced Processing, and 4. Internalized Moral Perspective, dimensions. Whereas, transparent communication consisted of 1. Participation, 2. Substantiality, 3. Accountability, Factors. Empirical validity was established by conducting a survey using close ended questionnaire. Data was collected from 310 employees working across different service industry in Karachi, and analyzed using confirmatory factor analysis and structured equation modeling. The finding revealed that transparent communication and authentic leadership have significance direct and indirect relationship with employees’ openness to change. Organizational trust has significant relationship with employees’ openness to change during change process. However Authentic leader has weak direct relation with transparent communication and there is no significance relationship between authentic leadership and trust with mediating role of transparent communication. However, trust significantly mediate all the factors of authentic leadership except Self-Awareness, and Openness to Change. Similarly, trust also mediated Substantiality, and Accountability factors of communication, and openness. Lastly, substantiality also offered a partial mediatory role between authentic leadership and trust.

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“…Transparent communication by organizational leaders, according to Jiang and Men (2017) is a precursor to employee engagement, which supports productivity. From a preventative standpoint, a good manager will use communication to directly confront distortions of facts to rebalance employees' attempts to reduce inequity for themselves (Bell, 2011).…”

Section: Transparency and Communicationmentioning

confidence: 99%

An Equity Centered Management Approach to Exploiting Sport Employee Productivity

Schneider¹

2017

Spor Bilimleri Araştırmaları Dergisi

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Review A primary goal of sport organizations is to exploit employees' abilities to their fullest capacities. Sport managers who successfully maximize employee productivity will greatly increase the chances of achieving the organization's goals and objectives. The full potential of sport employees' abilities can be realized through the application of the equity component grounded in Adam's Equity Theory (Adams, 1963). Centered on the premise that the relationship between sport manager and employer must be one of equity, the equity component focuses on achieving equity between what the employee puts into the job, referred to as "employee inputs," and what the employee gets out of the job from the employer, referred to as "sport manager outputs." The input-output equity balance is centered on the moral value of fairness. When fairness is achieved, reasonable employees and employers should be mutually satisfied (Mill, 1863/1957). A shared interest between employees in achieving the goals and objectives of the mission of the sport organization is required if an equitable input-output balance is to be achieved. Lower resistance to realizing a proper balance between inputs and outputs should be expected when an employee's professional interests are naturally aligned with the mission of the sport organization (Kim, 2012). Screening employees during the hiring process to ensure for a congruent employer-employee "fit" is preferable to help ensure for the satisfactory balance of inputs and outputs over the long term. Regardless of the compatibility between the employee's interest and the mission of the sport organization, the often dynamic nature of sport organizations calls for constant maintenance of input-output exchanges. When seeking to balance the inputoutput exchange, sport managers will be well served to heed the insight by Jiang and Men (2017) who stated that productivity follows employee engagement, which comes from transparent communication by organizational leaders. The sport manager who hires employees whose interests align with the sport organization mission will be well positioned to achieve an equitable balance between employee inputs and employer outputs. Doing so is supportive of a sport organization that maximizes its potential for employee productivity.

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Creating an Engaged Workforce

Cited by 149 publications

References 31 publications

The Impact of Training & Development and Communication on Employee Engagement¬ – A Study of Banking Sector

The Impact of Training & Development and Communication on Employee Engagement¬ – A Study of Banking Sector

Authentic Leadership and Openness to Change in Pakistani Service Industry: The Mediating Role of Trust and Transparent Communication

An Equity Centered Management Approach to Exploiting Sport Employee Productivity

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