Employee engagement and performance: a systematic literature review

Motyka, Błażej

doi:10.2478/ijme-2018-0018

Cited by 87 publications

(101 citation statements)

References 87 publications

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“…The outcomes of an organization depend on the employees' performances [10,11]. Therefore, a strategic approach is essential to the business, because in the long term, if the activities planned by managers have the expected outcomes, they will lead to better performance [12,13].…”

Section: Literature Reviewmentioning

confidence: 99%

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

2020

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This article argues for adapting Porter's Five Forces Model to strategic human resources management. The world business environment is facing real challenges: Shortage of talents, ageing of the world population, and disappearance of repetitive jobs. For a sustainable approach, the quality and stability of human capital should be analyzed strategically, based on the influence of five forces which act in the market: Competition in the industrial sector between specialists with core competencies (rivalry), demands of the hiring companies in terms of the number of employees and updated skills (organizations as buyers), recruitment companies and schools (suppliers), effects of globalization on people's migration (new entrants), and modern technologies and innovation (substitutes). The stronger the forces are, the harder it will be for the organization to select or retain valuable employees who will add value to products/services. Actual and future employees should analyze the intensity of these forces when they plan to prepare for jobs or change their career. This analysis was focused mainly on the manufacturing sector, where jobs based on repetitive or dangerous tasks may disappear in time.

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Section: Literature Reviewmentioning

confidence: 99%

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

2020

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“…Besides, greater overall satisfaction levels of employees are also outcomes of employee engagement (Jeung, 2011). Different studies found that high engagement levels lead to greater task performance (Motyka, 2018) Hammoud, 2017). Consequently, Da Costa and Loureiro (2019) argue that engaged employees are more likely to contribute to a better consumer experience through higher quality standards.…”

Section: Outcomes Of Employee Engagementmentioning

confidence: 99%

Employee engagement and work-related outcomes

Knezović

Đilović²

2020

Management (Split, Online)

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This study examines the specific work-related outcomes of employee engagement such as affective commitment, organizational citizenship behavior, and intention to quit in the context of Bosnia and Herzegovina. For this purpose, employee engagement was divided into job and organization engagement. We used the quantitative research instrument and the cross-sectional survey method for primary data collection. The final sample consisted of 682 usable responses. By using the hierarchical regression analysis, we found that both job and organization engagement have a positive and significant relationship with affective commitment and organizational citizenship behavior, while in the case of intentions to quit, only organization engagement was negatively related. The results show that companies can achieve several benefits by focusing on employee engagement.

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“…They do not perform well and demotivate or discourage the organization's performance. The academic community also sees the problem of low employee engagement and its negative impact on business outcomes (Motyka. B., 2018).…”

Section: Background Of the Studymentioning

confidence: 99%

Engagement and Performance among Administrators of Public Secondary School in Nakhon Nayok, Thailand

Gapor

Doctor²

2020

WJE

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This study used a descriptive-quantitative research method. The objectives were to assess administrators' level of work engagement, work performance, and to determine the correlation between work engagement and work performance. The respondents of this study were 22 principals/deputy principals, 22 directors/deputy directors, and one hundred seventy-six (176) department heads and deputy department heads of the public secondary schools of Nakhon Nayok, Thailand. All data were based on a self-report. The findings showed that the administrators' engagement level (mean =4.07) and performance level (4.21) was high at a 0.5 level of significance. There is also a strong correlation (r = 0.96) between engagement and performance. The implication of this study is to help administrators maintain or enhance engagement and performance for continuous improvement in the indicators mentioned in this study for the success of school management.

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Employee engagement and performance: a systematic literature review

Cited by 87 publications

References 87 publications

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

Employee engagement and work-related outcomes

Engagement and Performance among Administrators of Public Secondary School in Nakhon Nayok, Thailand

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