Digitalisation in the Workplace: The Role of Technology on Employee Engagement and Creativity Teams

Stofberg, Lize; Strasheim, A.; Koekemoer, Eileen

doi:10.1007/978-3-030-70228-1_12

Cited by 7 publications

(4 citation statements)

References 45 publications

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“…On the notion that improving and promoting supportive work culture in the digital workplace can enhance EE (e.g. Stofberg et al , 2021), our findings confirm that innovative culture can be one of the supporting work cultures. Following the JD-R model, an organization can foster a pro-innovation climate for employees to accept workplace digitalization as a supportive job resource that grants employees more work flexibility, autonomy and better working conditions to facilitate EE.…”

Section: Discussionsupporting

confidence: 73%

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

Hooi

Chan

2023

JOCM

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PurposeEngaged employees are an organization’s competitive advantage because the employees are willing to strive for organizational excellence. This paper examines employee engagement (EE), taking workplace digitalization as the mediator. The authors developed an integrated framework introducing transformational leadership and innovative culture as EE antecedents in workplace digitalization settings. Specifically, the authors argue that transformational leadership and innovative culture influence EE directly and indirectly through workplace digitalization.Design/methodology/approachA total of 256 valid online-survey samples were used in the structural equation modeling (SEM) tests. The respondents were the management-level executives of Selangor/Kuala Lumpur-based Malaysian companies.FindingsThe authors' findings support that workplace digitalization positively influences EE. Unlike transformational leadership, innovative culture positively influences workplace digitalization. Further, innovative culture directly affects EE and indirectly through workplace digitalization, albeit partially. Transformational leadership directly influences EE but is insignificant through workplace digitalization.Practical implicationsThe findings suggest that organizations that wish to fast-track EE can cultivate an innovative culture to facilitate employees' acceptance of workplace digitalization and enhance EE.Originality/valueThe authors' research expands the interdisciplinary theoretical foundation on how employees' perception and acceptance of workplace digitalization add to EE by highlighting the roles of transformational leaders and innovative culture. The authors' research is among the first few investigating how transformational leadership and innovative culture affect EE in the presence of workplace digitalization. The authors also discussed workplace digitalization as a mediator to innovative culture–EE relationships.

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Section: Discussionsupporting

confidence: 73%

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

Hooi

Chan

2023

JOCM

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“…Moreover, technology plays a significant role in improving employee engagement, as suggested by Stofberg et al [64]. Technological tools offer employees faster access to company information, increased flexibility, reduced duplication, and an accelerated work pace, all of which can have a positive impact on employee engagement [65].…”

Section: Research Gaps and Future Directionsmentioning

confidence: 99%

Bibliometric Analysis and Visualization of Global Research on Employee Engagement

Kişi

2023

Sustainability

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Over the past few years, employee engagement has gained significant attention due to its positive impact on various organizational indicators such as job satisfaction, commitment, performance, productivity, and profitability. The aim of this study is to conduct a thorough analysis of existing research on employee engagement. To accomplish this aim, 786 articles concerning employee engagement indexed in the Web of Science (WoS) between the years 2002 and 2022 were analyzed using bibliometric analysis methods. The VOSviewer program was employed to conduct citation, co-citation, co-authorship, and co-occurrence analysis. The study identified the leading countries, institutions, authors, journals, and scientific publications on the topic and shed light on current research patterns and future research avenues. The results demonstrate that the most productive country is the USA, the most productive institution is the University of Louisville, the most productive author is Brad Shuck, and the most productive journal is Sustainability. The current trend of research involves exploring the antecedents (e.g., corporate social responsibility, perceived organizational support, organizational culture, work–family balance) and consequences (e.g., job satisfaction, organizational commitment, employee performance, organizational citizenship behavior) of employee engagement. However, further research is necessary to explore the impact of various leadership styles, digital technologies, and new ways of working on employee engagement.

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“…Covid-19 has also placed a renewed emphasis on the implementation of information and communication technologies (ICT), that has influenced the way in which we manage human capital ( Bester and Bester, 2021 ; Potgieter, 2021 ). As Stofberg et al (2021) noted, the digital revolution has transformed the workplace and organizations had to adapt in order to survive this tsunami called Industry 4.0. Managing employes and their expectations is therefore of utmost importance.…”

Section: Introductionmentioning

confidence: 99%

A value-oriented psychological contract: Generational differences amidst a global pandemic

Deas

Coetzee

2022

Front. Psychol.

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The COVID-19 pandemic has changed the landscape of working conditions world-wide, fast tracking the reality of the digital-driven workplace. Concepts such as remote working, working-from-home and hybrid working models are now considered as the “new normal.” Employes are expected to advance, flourish and survive in this digitally connected landscape. Different age and generational groups may experience this new organizational landscape differently and may expect different organizational outcomes in exchange for their inputs. Accordingly, the study investigated differences regarding the value-oriented psychological contract expectations of employes from different generational groups. An ANOVA test for significant mean differences and a post hoc test for multiple comparisons were conducted on a sample of (N = 293) employes in the services industry in Southern Africa (85%) and other European countries (15%). The observed generational cohort differences regarding value-orientated psychological contract expectations for job characteristics and work-life balance could be utilized to develop interventions and strategies to promote retention of employes in the post-pandemic digital-orientated workplace.

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Digitalisation in the Workplace: The Role of Technology on Employee Engagement and Creativity Teams

Cited by 7 publications

References 45 publications

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

Bibliometric Analysis and Visualization of Global Research on Employee Engagement

A value-oriented psychological contract: Generational differences amidst a global pandemic

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