Organisational Compassion and Employee Engagement in Virtual Work Environments during Covid-19 Lockdown in Uganda and Rwanda

Muzee, Hannah; Kizza, James; Mugabe, George Mulingi

doi:10.53615/2232-5697.10.127-137

Cited by 7 publications

(2 citation statements)

References 28 publications

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“…In this context, research suggested that mental health support programs can effectively mitigate the impact of isolation on employee engagement (Shin and Hur, 2021). For example, measures such as encouraging regular mental checkups (Chaudhary et al , 2021), implementing resilience training programs (Giorgi et al , 2020), developing compassionate behaviors (Muzee et al , 2021) and helping to overcome uncertainty (De-la-Calle-Durán and Rodríguez-Sánchez, 2021) reinforced employee engagement and positively affected employee well-being. In contrast, an organizational climate that adds to employees’ mental load (Shamsi et al , 2021; Amano et al , 2021) and work intensification (i.e.…”

Section: Resultsmentioning

confidence: 99%

Evolving approaches to employee engagement: comparing antecedents in remote work and traditional workplaces

Hajjami

Crocco

2023

EJTD

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Purpose The purpose of this study is to investigate the factors that influenced employee engagement in the context of remote work as a result of the COVID-19 pandemic and compare them with antecedents of employee engagement in traditional workplaces. Design/methodology/approach This study adopted an integrative literature review design of 27 empirical and conceptual peer-reviewed journal articles from a host of academic databases. Data were analyzed via a matrix and mapped onto individual and organizational antecedents of employee engagement. Findings This study identified 18 antecedents of remote work, which were categorized into individual antecedents, for example, mindfulness and digital literacy, as well as organizational antecedents, for example, job autonomy and supportive leadership. These findings were compared with antecedents of employee engagement in traditional workplaces to generate new knowledge about the impact of remote work on employee engagement as a result of the large shift to remote work in 2020. Originality/value This study synthesizes the most recent literature on antecedents of employee engagement in remote work settings as the result of the pandemic and contrasts these new approaches with previously identified antecedents of employee engagement in traditional workplaces.

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Section: Resultsmentioning

confidence: 99%

Evolving approaches to employee engagement: comparing antecedents in remote work and traditional workplaces

Hajjami

Crocco

2023

EJTD

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“…Verčič and Vokić (2017) confirmed that employee satisfaction with internal communication favorably influenced employee engagement. Evidence of supervisory compassion in the form of awareness, kindness, and mindfulness expanded engagement in the form of task performance in stressful environs (Muzee et al, 2021) and promoted positive engagement behaviors such as organizational citizenship and knowledge sharing (Eldor, 2018).…”

Section: Employee Engagementmentioning

confidence: 99%

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Saurage-Altenloh¹,

Tate²,

Lartey³

et al. 2023

IBR

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With the current post-pandemic unpredictable work environment characterized by remote and hybrid work, the leadership culture of an organization is important in fostering a desirable working environment. Such a culture of leadership is modeled by leaders of the organization and instilled in new leaders, as leadership helps motivate, inspire, and engage employees. The purpose of this study was to analyze if the four types of leadership culture (mentoring, risk-taking, result-oriented, and coordinating) as determined by the Organizational Culture Assessment Instrument (OCAI) have a direct influence on the level of engagement of employees. To analyze the influence of organizational leadership culture on remote employee engagement, this study implemented a quantitative non-experimental correlational design. Remote employee engagement was measured using a validated instrument called EENDEED (Enhanced Engagement Nurtured by Determination, Efficacy, and Exchange Dimensions). Data were collected through an online survey from 325 participants, all remote workers in organizations within the United States and a multiple regression analysis was conducted. The findings of this study confirmed that there was a statistically significant relationship between an organization’s leadership culture and its employees’ level of engagement. In other words, the organization leadership culture as defined by OCAI contributes to employee engagement. Mentoring was shown to be the highest contributor in employee engagement. In other words, a mentoring-based leadership culture produced more engaged employees. While risk-taking and coordinating produced a statistically significant positive contribution to employee engagement, a result-oriented culture was not significant in contributing to employee engagement.

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Adapting Employee Engagement Strategies Amid Crisis: Insights from the COVID-19 Pandemic

George,

Thomas

2023

Employ Respons Rights J

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Organisational Compassion and Employee Engagement in Virtual Work Environments during Covid-19 Lockdown in Uganda and Rwanda

Cited by 7 publications

References 28 publications

Evolving approaches to employee engagement: comparing antecedents in remote work and traditional workplaces

Evolving approaches to employee engagement: comparing antecedents in remote work and traditional workplaces

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Adapting Employee Engagement Strategies Amid Crisis: Insights from the COVID-19 Pandemic

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