Employer attractiveness, employee engagement and employee performance

Nguyen, Ha Minh; Nguyen, Luan Vinh

doi:10.1108/ijppm-04-2021-0232

Cited by 15 publications

(9 citation statements)

References 91 publications

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“…Empirical studies (Al-dalahmeh et al, 2018), (Lewiuci, P. & Mustamu, R., 2017) and (Maryati & Astuti, 2022) have demonstrated that employee engagement significantly affected employee performance. Employee engagement, contrary to studies (Rahmadalena & Asmanita, 2020) and (Nguyen & Nguyen, 2022), did not affect productive employee behavior.…”

Section: Introductioncontrasting

confidence: 92%

Job Satisfaction’s Impact on Employee Performance: The Mediating Role of Employee Engagement

Maryati,

Danupranata,

Musoli

et al. 2024

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This study aims to examine the impact of job satisfaction (JS) on employee performance (EP) and examine the role of employee engagement (EE) in their relationship. This study was undertaken based on settled theories of job satisfaction (JS), employee performance (EP), and employee engagement (EE). It maintains that the employee's perceived JS can boost EP and that EE serves as a mediator in this relationship. Using a deductive approach and a quantitative research design, the study investigated the correlation between JS and EP in PKU Muhammadiyah Yogyakarta Hospital. Data from 131 respondents were analyzed utilizing AMOS with the help of SEM software. The data analysis uncovered that employee job satisfaction (JS) positively impacted performance (EP) in PKU Muhammadiyah Yogyakarta Hospital. In addition, employee engagement (EE) acted as a mediator between JS and EP. Job satisfaction felt by employees and creating employee engagement could boost EP in PKU Muhammadiyah Yogyakarta Hospital. The study highlights that providing job satisfaction to employees has broad benefits, including greater employee engagement, enhanced employee work, and a positive contribution to the development of PKU Muhammadiyah Yogyakarta Hospital. Practically, this research highlights the importance of creating employee job satisfaction. Employee satisfaction is something that organizations must pay attention to because it affects employee engagement and employee performance. Employees will be more active in carrying out their assigned tasks if they feel satisfied. Employees who feel connected (engaged) with the company will have an awareness of the organization so that employees will provide their best abilities and skills for the success of the organization. The theoretical implications of testing the correlation between job satisfaction and employee engagement on employee performance can enrich existing behavioral theories in organizations.

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Section: Introductioncontrasting

confidence: 92%

Job Satisfaction’s Impact on Employee Performance: The Mediating Role of Employee Engagement

Maryati,

Danupranata,

Musoli

et al. 2024

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“…Engagement offers employees the opportunity to invest themselves in their work and fosters a sense of self-efficacy. Research exploring the ramifications of employee engagement suggests that it can yield positive outcomes in terms of employee well-being and cultivate favourable attitudes towards work and the organization (Nguyen & Nguyen, 2022). Employee engagement, in essence, denotes the extent to which individuals exhibit identification with their work, actively participate therein, and ascribe importance to their performance as a reflection of their self-worth (Yandi & Havidz, 2022).…”

Section: Employee Engagement and Employee Performancesmentioning

confidence: 99%

Impact of contingent rewards and punishments on employee performance: the interplay of employee engagement

Layek,

Koodamara

2024

F1000Res

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Background This paper investigated the connection between transactional leadership styles, contingent rewards, punishments, and employee performance while emphasizing employee engagement’s mediating role. Existing research has predominantly focused on isolated associations between contingent rewards, punishment, and employee performance, leaving gaps in the empirical exploration of these mediating mechanisms. To address this research gap, our study has introduced a conceptual framework to understand the multifaceted connection between contingent rewards, punishment, and their effects on employee performance, with a specific emphasis on the mediating function of employee engagement. Methods We involved 273 full-time non-clinical healthcare professionals employed in NABH-accredited hospitals in Jharkhand, India. A structured survey instrument was employed for data collection from the specific survey participants, with the investigation of the research hypotheses conducted through the application of partial least squares-structural equation modeling (PLS-SEM). Results Preliminary findings suggested that contingent rewards and punishment do not directly influence employee performance. Instead, our study highlighted the critical mediating role of employee engagement, particularly its dimensions of Vigor, absorption, and dedication. Conclusions This research has underscored rewards and punishments as essential tools for influencing employee behaviour, motivation, and performance. Employee engagement, as a multifaceted construct, not only benefits individual employees but also significantly impacts overall organizational performance and success.

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“…However, researchers are interested in studying employee attraction from the perspective of current employees. Nguyen et al (2021) [26] also experimented with the impact of employer attractiveness on current employees. Dassler et al (2022) [19] grouped the literature on employer attractiveness into two phases -'Laying the ground (1990)(1991)(1992)(1993)(1994)(1995)(1996)(1997)(1998)(1999)(2000)(2001)(2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)' where potential employees are focused on, and 'Rise of employee focus (from 2010 onwards)' where perceptions of present employees are studied.…”

Section: Introductionmentioning

confidence: 99%

Investigating the relationship of employer branding to retention and attraction: A structural equation modelling approach

Ghosh,

Basu,

Bhuin

2024

Eur. J. Multidiscip. Res.

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One of the biggest challenge faced by firms in today's world is to strategically align their HR functions and marketing functions, specifically employer branding, to attract and retain talent in the competitive labour market. The present paper investigates how organizational branding appears as a powerful instrument for attracting and retaining manpower in the banking industry. A sample survey among 304 employees working in 17 commercial banks of Kolkata district, West Bengal has been conducted during May-June 2023. Three constructs namely, Organisation Branding (15 items), Employee Attraction (9 items) and Employee Retention ( 9items) are studied with fivepoint Likert scales. Scales are validated using exploratory and confirmatory factor analysis with the help of IBM SPSS and AMOS. Organisational Branding settles with three factors -Interest & Application Value, Social Value, and Economic & Development Value. Two separate constructs are formed for Employee Attraction by 5 valid items and Employee Retention by 6 valid items. A measurement model under Structural Equation Modelling (SEM) depicting the relationship between Organizational Branding (Three factors) and Employee Attraction as well as Employee Retention is developed and validated. Results show that the Social Value of branding has no significant impact on retention and attraction. However, a revised model (removing the factor Social Value) confirms that Interest & Application Value and Economic & Development Value enhance Retention (Std. Regression Coefficients are 0.42 and 0.62 respectively) and Attraction (Std. Regression Coefficients are 0.59 and 0.42 respectively) significantly. This is also interesting to note that Interest and Application Value attracts employees more than the Economic & Development Value, whereas the latter is more powerful than the earlier one in retaining employees in the banking sector.

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Employer attractiveness, employee engagement and employee performance

Cited by 15 publications

References 91 publications

Job Satisfaction’s Impact on Employee Performance: The Mediating Role of Employee Engagement

Job Satisfaction’s Impact on Employee Performance: The Mediating Role of Employee Engagement

Impact of contingent rewards and punishments on employee performance: the interplay of employee engagement

Investigating the relationship of employer branding to retention and attraction: A structural equation modelling approach

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