Effective Employee Engagement in the Workplace

Osborne, Schrita; Hammoud, Mohamad Saleh

doi:10.5590/ijamt.2017.16.1.04

Cited by 228 publications

(218 citation statements)

References 13 publications

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“…Any institution that wants to tap from the reservoir of its employees' potentials and earn their involvement and loyalty would need to look at what needs to be done in order to improve the institutional image. The findings are in line with Cain, Tanford, & Shulga, (2018) and Osborne, Hammoud, (2017). They found out that employees tend to be effectively engaged in the workplace if they are comfortable with the image and reputation of the organisation.…”

Section: Resultssupporting

confidence: 84%

“…Ogbonnaya, Daniels and Nielsen (2017) described work engagement as a process by which the human resources of an organisation are economically and strategically inspired to be involved and committed to the organisational goals and values. In a related development, work engagement is the level at which employees are purposefully involved and satisfied with enthusiasm for work (Osborne and Hammoud, 2017;Harter, 2002), which drives employees' willingness to work beyond expectations to see that the organisation succeeds and achieve its goals on record time (Mani, 2011). Gupta and Shaheen (2017) and Seijts, and Crim (2006) posited that work engagement involves what he termed "10c" namely, "connection, career, clarity, convey, congratulate, contribute, control and collaborate, credibility and confidence".…”

Section: Literature Review 21 Work Engagementmentioning

confidence: 99%

“…All these are processed internally by the individual employee and it affects his or her emotional state of mind (Deci & Ryan, 1985). To ensure that employees have positive mind set, organisations are expected to look into what can drive work engagement which include but not limited to career progression, employees support, the level of investment on employees, organisational reputation, fun at work, among others (Osborne & Hammoud, 2017;Ogbonnaya, Daniels & Nielsen, 2017). Therefore, according to the Self-determination theory, when employees perceive that their organisation is not doing anything to enhance their intrinsic motivation, they begin to gradually withdraw their commitment, hide their identities, ideas, and feelings.…”

Section: Work Engagement Strategiesmentioning

confidence: 99%

See 2 more Smart Citations

Measuring work engagement strategies and employees’ behavioural outcomes in Nigerian Universities

H.O¹,

O.A²,

E.E³

et al. 2018

JBRMR

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Institutions of higher learning in the modern and highly competitive academic environment compete to drive work engagement and explore possible means by which employees can develop and exhibit right attitudes and disposition to work. The main objective of this study was to examine the effect of work engagement strategies on employees' behavioural outcomes. Few studies analysed how work engagement strategies could help in driving standard work behaviour particularly in higher institutions. In an attempt to bridge this gap, this study was carried out using descriptive research method and Structural Equation Model (AMOS 22) for the analysis of four hundred and forty-one (441) valid questionnaire which were completed by the faculty members of the six selected private universities in Nigeria using stratified and simple random sampling techniques. Factor model which shows high-reliability and good fit was generated, while construct validity was provided through convergent and discriminant analyses. The findings indicate that career opportunities, recognition of efforts, institution's reputation, investment in employees and fun at work have positive influence on job satisfaction, job involvement and employees' loyalty. This study contributes to the scientific knowledge in the area of Strategic Human Resources Management and the insight discovered from the study would help the management of institutions of higher learning to improve their employees' level of engagement as well as their behavioural outcomes.

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Section: Resultssupporting

confidence: 84%

Section: Literature Review 21 Work Engagementmentioning

confidence: 99%

Section: Work Engagement Strategiesmentioning

confidence: 99%

See 1 more Smart Citation

Measuring work engagement strategies and employees’ behavioural outcomes in Nigerian Universities

H.O¹,

O.A²,

E.E³

et al. 2018

JBRMR

View full text Add to dashboard Cite

show abstract

“…However, little empirical evidence has been undertaken to assess the Kenyan context. Many leadership scholars, (Ludviga & Kalvina, 2016;Famakin & Abisuga, 2016;Salanova & Sanni, 2016;Hearthfield, 2012) have conducted studies on the relationships between path-goal theory and employee job satisfaction. However, Kagwiria (2016) found that a few studies have focused on use of path-goal leadership style in financial organizations.…”

Section: Introductionmentioning

confidence: 99%

Influence of directive and supportive leadership styles on employee job satisfaction in commercial banks in in Kenya

Mwaisaka

K’Aol

Ouma

2019

IJRBS

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The purpose of the study was to examine the influence of directive and supportive leadership style on employee job satisfaction in commercial banks in Kenya. The study adopted the positivism research philosophy and descriptive correlational research design. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using a stratified sampling technique, the study drew a sample size of 386 employees reporting to middle-level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics. Statistical Package for Social Sciences (SPSS) version 20. The results of the study showed that a directive leadership style and supportive leadership styles positively and significantly predicted employee job satisfaction. The results of the regression analysis after moderation showed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction.

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“…The public sector organisations in Ghana have systems in place, that ensure employees receive feedback on their performance and this ensures employees performance is managed well. Giving adequate feedback has been cited as an antecedent to EE (Osborne, S., &Hammoud, 2017;Rao, 2017;Shantz, et al, 2013). Giving feedback is one characteristic in organisation that indicate the extent to which HR mechanism is implemented within an organisation (Mishra & Bhardwaj, 2002).…”

Section: Discussion Of Findingsmentioning

confidence: 99%

Human Resource Development Climate and Employee Engagement in Developing Countries

Obuobisa‐Darko¹,

Tsedzah²

2019

IJBM

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The purpose of the paper is to identify the specific dimensions of Human Resource Development Climate (HRDC) that significantly affect Employee Engagement (EE). It places the importance of HRDC in enhancing EE within the public sector in a developing country and finds answer to the question on the dimension of HRDC that causes employees to be engaged. The paper uses a self-designed questionnaire, made up of Rao and Abraham (1990) HRD Climate survey and Utrecht Work Engagement Scale by Schaufeli et al., (2002) to gather data from 355 respondents and analysed using multiple regression. Based on the data analysed, results showed that HRDC has a positive and significant effect on employee engagement. Additionally, it was found that employees are highly engaged in situations where their organisation exhibits the HR Mechanism dimension of HRDC. The limitation is, it did not focus on the entire public sector but focused on civil servant. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm or refute the findings. This study adds to the limited literature on HRDC and EE in public sector organisations in a developing country. This finding brings to bear the major dimension of HRDC that managers should focus on to improve employee engagement in a developing country where there exist a high power distance culture.

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Effective Employee Engagement in the Workplace

Cited by 228 publications

References 13 publications

Measuring work engagement strategies and employees’ behavioural outcomes in Nigerian Universities

Measuring work engagement strategies and employees’ behavioural outcomes in Nigerian Universities

Influence of directive and supportive leadership styles on employee job satisfaction in commercial banks in in Kenya

Human Resource Development Climate and Employee Engagement in Developing Countries

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