Employee Engagement and Organizational Behavior Management

Ludwig, Timothy D.; Frazier, Christopher B.

doi:10.1080/01608061.2011.619439

Cited by 31 publications

(28 citation statements)

References 26 publications

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“…Perrin,(2003) used the definition 'employees' as the willingness and ability to help their hotels succeed, largely by providing discretionary effort on a sustainable basis." According to a study by (Bakker et al, 2012;Karatepe & Olugbade, 2009;Ludwig & Frazier, 2012;Markos & Sridevi, 2010;Wheeler et al, 2012), engagement is affected by many factors involving both emotional and rational factors relating to work and the overall work experience. Robinson et al,(2004) defined employee engagement as "a positive attitude held by the employee towards the organization and its value.…”

Section: Definitions Of Employee Engagementmentioning

confidence: 99%

The Antecedents Affecting Employee Engagement and Organizational Performance

Abukhalifeh¹,

Som²

2013

ASS

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Employee engagement becomes an important issue as employee turnover rises due to the demand and shortage of skilful employees. Though organizational performances of many organizations have deteriorated due to high turnover rates and related issues such as high absenteeism, low loyalty and productivity, there is still a lack of academic research that addresses the antecedents required for high employee engagement in the food and beverage departments in the service industry. This paper focuses on the antecedents that influence employee engagement in food and beverage service departments, and literature reviewed indicates that there is a significant relationship between employee communication, employee development, rewards and recognition, and extended employee care. Among the antecedents, employee development forms the most significant contributor.

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Section: Definitions Of Employee Engagementmentioning

confidence: 99%

The Antecedents Affecting Employee Engagement and Organizational Performance

Abukhalifeh¹,

Som²

2013

ASS

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“…This does not mean that the construct is not without its criticism. While scholars utilize specific definitions and measures such as the that popularized by Schaufeli, Salanova, Gonzalez-Roma and Bakker (2002), the concept remains inconsistently defined and conceptualized (Kular, Gatenby, Rees, Soane, & Truss, 2008;Ludwig & Frazier, 2012;Van Rooy, Whitman, Hart, & Caleo, 2011).…”

Section: Introductionmentioning

confidence: 99%

Worthwhile Concept or Old Wine? A Review of Employee Engagement and Related Constructs

Rigg¹

2013

AJBM

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“…Engagement is a "buzz" word that is popular in the area of Organizational Psychology since engagement correlates with positive outcomes like growth and lower absenteeism [2]. Employee contribution becomes a critical business issue because in trying to produce more output with less employee input, companies have choice but to try to engage not only the body, but the mind and soul of every employee [3].…”

Section: Introductionmentioning

confidence: 99%

Employee Engagement and Areas of Worklife of Call Center Agents in the Philippines

Montalbo

Agong

2017

ILSHS

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Abstract. This study described the level of work engagement and areas of worklife of 294 call center agents in Ortigas, Pasig City, Philippines. It also investigated the relationship between work engagement and areas of worklife when grouped according to gender, age, tenure at present job and course. In addition, it also explored the differences in the perception of the call center agents when grouped according to the demographic profile. Gamma correlation was carried out to check if correlation exists between the variables of work engagement and variables of areas of worklife. Mood's median test was conducted to test the differences in the level of engagement and areas of worklife when grouped according to demographic profiles. Results of work engagement showed that those who were aged 31-35 and those who stayed for less than a year in the organization had a high level of dedication. Commerce or Business graduates had a high level of absorption. Results of the areas of worklife showed that majority of the respondents when grouped according to their demographic profile had a match with the variables of fairness, control, values, workload, and community except for the age group of 36 and above who had a mismatch for the variable control. No relationship existed between work engagement and the areas of worklife. Male call center agents are perceived to be more energetic, dedicated and absorbed than female call center agents. Lastly, the areas of control and fairness were reported to differ across all demographic profile of gender, age, tenure at the present job and course.

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Employee Engagement and Organizational Behavior Management

Cited by 31 publications

References 26 publications

The Antecedents Affecting Employee Engagement and Organizational Performance

The Antecedents Affecting Employee Engagement and Organizational Performance

Worthwhile Concept or Old Wine? A Review of Employee Engagement and Related Constructs

Employee Engagement and Areas of Worklife of Call Center Agents in the Philippines

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