Human resource management practices and employee engagement: the moderating effect of supervisory role

Alam, Mohammad Jahangir; Shariat Ullah, Muhammad; Islam, Muhaiminul; Chowdhury, Tania Ahmed

doi:10.1080/23311975.2024.2318802

Cited by 2 publications

References 76 publications

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Application of Neuroscience Methods in HRDM for Brain-Based Human Capital Optimization

Patangia,

J. M.,

Alfonso

2024

Cognitive Behavioral Neuroscience in Organizational Settings

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For years, human resource development and management (HRDM) has used behavioral assessments to gauge employee potential. However, advancements in cognitive behavioral neuroscience (CBN) have opened up new possibilities for understanding how the human mind works. This chapter explores the practical applications of neuroscience methods like EEG, ERP, MRI, and fMRI, as well as neurofeedback and biofeedback, in talent identification, leadership development, and employee well-being. Importantly, these insights can be directly applied in HRDM practices, leading to more effective talent management, leadership development, and improved employee well-being. While recognizing the ethical considerations involved with these technologies, the chapter presents a compelling vision for a future where HRDM practices are informed by a deeper understanding of the brain, enabling the workforce to reach its full potential.

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Application of Neuroscience Methods in HRDM for Brain-Based Human Capital Optimization

Patangia,

J. M.,

Alfonso

2024

Cognitive Behavioral Neuroscience in Organizational Settings

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Rational Goals and Employee Engagement in Manufacturing Firms in Kenya

Wagacha,

Were,

Waiganjo

2024

ijsshr

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Employee engagement is indispensable for any organization that seeks sustainable success. How employees perceive the organizational climate has significant and far-reaching consequences for the organization. The manufacturing sector remains a cornerstone of the Kenyan economy. However, it has been noted that the sector is experiencing decline amidst a myriad of challenges that include high handedness, failure to adopt global management practices and a generally negative perception by employees. Yet, it is of utmost importance that organizations create a conducive environment for employees to thrive and remain engaged. This study sought to evaluate the relationship between rational goals and employee engagement in manufacturing firms in Kenya. Specifically, this study sought to determine the relationship between clarity of goals, effort, efficiency, quality and feedback as the sub-constructs of the independent variable and employee engagement as the dependent variable. A cross-sectional survey research design using both quantitative and qualitative approaches was adopted. The target population for this study was all the 578 manufacturing firms located in Nairobi and its surroundings and which are members of the Kenya Association of Manufacturers. Stratified and simple random sampling was used to arrive at a sample of 236 manufacturing firms. Primary data was collected by the use of a structured questionnaire and subsequently analyzed using a mix of descriptive and inferential statistics using SPSS version 25.0. Pearson Product Moment Correlation was used to establish the direction and extent of the relationship between the variables. Univariate regression was used to explain the relationship between these variables while ANOVA was used to determine whether the regression model was reliable or not. Standard f and t tests were used to determine the significance of the coefficient. The hypotheses were also tested. Data was presented using tables. The study established that there was a positive and significant relationship between rational goals on one hand and employee engagement on the other. The conclusion deduced from this study was that engaged employees are the catalyst for organizations seeking success. Additionally, human relations, is a key element affecting employee engagement in manufacturing firms in Kenya. In view of this, it is recommended that manufacturing firms be obligated to create an organizational climate that is contrived to and aimed at enhancing employee engagement.

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Human resource management practices and employee engagement: the moderating effect of supervisory role

Cited by 2 publications

References 76 publications

Application of Neuroscience Methods in HRDM for Brain-Based Human Capital Optimization

Application of Neuroscience Methods in HRDM for Brain-Based Human Capital Optimization

Rational Goals and Employee Engagement in Manufacturing Firms in Kenya

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