The Future of Employee Engagement: Real-Time Monitoring and Digital Tools for Engaging a Workforce

Burnett, Jennifer R.; Lisk, Timothy C.

doi:10.1080/00208825.2019.1565097

Cited by 54 publications

(37 citation statements)

References 12 publications

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“…Additionally, "the ever-evolving nature of technology [also] means that individuals need ever increasing levels of digital literacy to maintain their sense of inclusion" (Hill et al 2015, p. 415), which can be especially difficult for those individuals who could benefit the most from increased social interaction online. Corporations could help address this by becoming more democratic and asking for the opinions of their employees with the help of digital tools (Burnett and Lisk 2019). They could also build platforms that encourage social exchange and allow for flexible working hours while ensuring that work-life balance is maintained (Kossek et al 2014).…”

Section: Digital Empowermentmentioning

confidence: 99%

“Corporate Digital Responsibility”

Herden

Alliu

Cakici

et al. 2021

NachhaltigkeitsManagementForum

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Digitalization is leading to profound changes in our private and work lives. New technologies are pervasive and create opportunities for new business models and lifestyles. Recently, the term “Corporate Digital Responsibility” has been coined to summarize the emerging responsibilities of corporations relating to their digitalization-related impacts, risks, challenges, and opportunities. The paper at hand reviews the topic of CDR using a multi-step approach. First, results from an opinion poll of 509 US-based respondents are reported which illustrate the perceived opportunities and threats associated with the topic of digitalization, underlining the need for a strategic approach to CDR implementation. Second, existing uses and definitions of the CDR terminology are summarized and a definition of CDR is derived. Third, twenty important topics related to CDR are identified, summarized and categorized into three categories using the ESG (Environmental, Social, Governance) framework. Finally, results are discussed with regards to their theoretical and managerial contributions and a hands-on guide which companies can use to implement a suitable CDR strategy is presented.

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Section: Digital Empowermentmentioning

confidence: 99%

“Corporate Digital Responsibility”

Herden

Alliu

Cakici

et al. 2021

NachhaltigkeitsManagementForum

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“…In addition, more and more researchers are seeking to understand antecedents and consequences of employee engagement. In a study of 550 executives, the Harvard Business Review (2013) found that 71 percent of respondents identified employee engagement as an important construct to achieve organizational success (Burnett & Lisk, 2019;Chhetri, 2017;Turner, 2020).…”

Section: Employee Engagementmentioning

confidence: 99%

Impact of Career Planning, Employee Autonomy, and Manager Recognition on Employee Engagement

Lartey¹

2021

JHRSS

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“…Different versions of engagement surveys cover the various dimensions of engagement. The challenges posed by existing engagement surveys within a multinational company mean a clear need for technical progress to improve employee engagement assessment and analysis ( Burnett and Lisk, 2019;Sgarbossa et al, 2020 ). The work that enhances involvement by getting insights from the involved process must be centered, and research from leaders' and managers' perspectives should also be carried out to increase employee participation in the company ( Bakker and Demerouti, 2008;Tran, 2018 ).…”

Section: Theoretical Contributionsmentioning

confidence: 99%

i-Pulse: A NLP based novel approach for employee engagement in logistics organization

Garg

Kiwelekar

Netak

et al. 2021

International Journal of Information Management Data Insights

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Although most logistics and freight forwarding organizations, in one way or another, claim to have core values. The engagement of employees is a vast structure that affects almost every part of the company's core environmental values. There is little theoretical knowledge about the relationship between firms and the engagement of employees. Based on research literature, this paper aims to provide a novel approach for insight around employee engagement in a logistics organization by implementing deep natural language processing concepts. The artificial intelligence enabled solution named Intelligent Pulse (i-Pulse) can evaluate hundreds and thousands of pulse survey comments and provides the actionable insights and gist of employee feedback. i-Pulse allows the stakeholders to think in new ways in their organization, helping them to have a powerful influence on employee engagement, retention, and efficiency. This study is of corresponding interest to researchers and practitioners.

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The Future of Employee Engagement: Real-Time Monitoring and Digital Tools for Engaging a Workforce

Cited by 54 publications

References 12 publications

“Corporate Digital Responsibility”

“Corporate Digital Responsibility”

Impact of Career Planning, Employee Autonomy, and Manager Recognition on Employee Engagement

i-Pulse: A NLP based novel approach for employee engagement in logistics organization

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