The Inclusive Enterprise: Vision and Roadmap

Sips, Robert-Jan; Bozzon, Alessandro; Smit, G.H.; Houben, Geert‐Jan

doi:10.1007/978-3-319-19890-3_43

Cited by 3 publications

(6 citation statements)

References 3 publications

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“…However, the present findings do not support hypothesis H6, contradicting Sips et al’s (2015) findings. The underlying reasons are due to the leaders’ direct role in developing organisational climate rather than their immediate effect on job satisfaction.…”

Section: Discussioncontrasting

confidence: 99%

“…Thus, the current study offers strong empirical contributions to the field of training and development followed by the work environment. Meanwhile, job satisfaction possesses substantial weightage in employee retention, and this relationship relies on the organisational climate ( Sips et al, 2015 ). The current research established the conditional effect of transformational leadership on the job satisfaction-employee retention link.…”

Section: Discussionmentioning

confidence: 99%

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Factors Affecting Employee’s Retention: Integration of Situational Leadership With Social Exchange Theory

2022

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Sketching on the Social Exchange Theory (SET), the present study aims to investigate the direct relationship between training and development, work environment, and job satisfaction with employee retention. The contingent role of transformational leadership was also analysed under the Situational Leadership Theory (SLT). Accordingly, we collected data from 287 employees of SMEs in northern China by employing a convenience sampling approach, exhibiting a response rate of 57.40 percent. The Partial Least Square-Structural Equation Modelling (PLS-SEM) analysis was then run to test the proposed hypotheses. The findings revealed a significant positive impact of training and development, work environment, and job satisfaction on employee retention. However, no moderating effect of transformational leadership was indicated on their direct relationship. This study has enriched the literature on employee retention and the leadership arena. To the best of the authors’ knowledge, there is no prior evidence concerning the study’s integrated relationship of the continuous variables. The implications and limitations were finally expressed at the end of this manuscript.

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Section: Discussioncontrasting

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Factors Affecting Employee’s Retention: Integration of Situational Leadership With Social Exchange Theory

2022

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“…e focus of this study is on enterprise crowdsourcing performed by a company's own workforce. Enterprise crowdsourcing proved applicable in a variety of domains, including collaborative design and innovation, customers support, workplace awareness, and knowledge creation [7,10,16,29,34,35]. Yet, the theory and practice of Enterprise crowdsourcing currently lacks a clear understanding of how employees could be systematically engaged, and durably retained, in crowdsourcing campaigns.…”

Section: Related Workmentioning

confidence: 99%

“…divisions and hierarchical structures. Concrete examples of application domains for enterprise crowdsourcing include collaborative design and innovation, customers support, workplace awareness, and knowledge creation [7,9,16,29,34,35].…”

mentioning

confidence: 99%

Nudge your Workforce

Bashirieh

Mesbah

Redi

et al. 2017

Proceedings of the 25th Conference on User Modeling, Adaptation and Personalization

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As crowdsourcing gains popularity, organisations seek ways to systematically and reliably involve their workforce with data processing pipelines. Mobile crowdsourcing allows for opportunistic task executions and thus, potentially, for higher throughput. However, how to engage and to retain employees in enterprise crowdsourcing campaigns is still an open research topic. is paper discusses the results of a study performed in IBM Benelux. We surveyed 93 employees to discover the factors that might a ect engagement in mobile enterprise crowdsourcing. e survey informed the design of an experiment that aimed at investigating the e ectiveness of di erent task noti cation strategies. We studied how factors such as time and context of noti cation can a ect the participation and retention of employees. Results show that break times are the most suitable for crowd work, and that "aggressive" noti cation strategies act as deterrent for participation, while moderate yet regular nudges are the most likely to retain contributors.

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“…The idea is to see how a Gamified business is better than a non-Gamified business and how it contributes towards business development. Particularly, this research aims to check employee engagement levels (Robson, Plangger, Kietzmann, McCarthy and Pitt, 2016), employee motivation (Kamasheva, Valeev, Yagudin and Maksimova, 2015), organizational commitment (Sips, Bozzon, Smit and Houben, 2015), employee retention (Dorling & McCaffery, 2012), and social loyalty (DuVernet, Asquer and Krachkovskaya, 2016) of the employees in a Gamified environment. Gamification is the process of applying game elements and game design to a non-game environment (Dorling and McCaffery, 2012).…”

Section: Introductionmentioning

confidence: 99%

Employees Management: Evidence from Gamification Techniques

Hussain¹,

Qazi²,

Ahmed³

et al. 2018

Montenegrin Journal of Economics

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The purpose of this paper is to find out the effect of Gamification on employee motivation, employee engagement, employee retention, employee loyalty and organizational commitment. We want to know this in order to check the viability of Gamification strategy for business development in Pakistan. Participants were 142 University students, who were working as well, we divided them into two groups, control group and Gamified group, we gave both groups pretest and post-test questionnaire. ANOVA and t-test were applied to pre-test and post-test data to analyze group difference and multivariate GLM model was applied to analyze the influence of gender and gamification preferences on employee related variables. The Gamification strategy used in the Gamified group was expected to influence the participants and increase their motivation, engagement, retention, loyalty and organizational commitment. The Gamified group did show significance in employee engagement, employee retention and organizational commitment, whereby loyalty and motivation were not significant for both gamified and non-gamified environment. In addition GLM analysis indicates that if employees are given playful environment that will lead to higher motivation, engagement and retention. Gamification strategy can help business development in Pakistan, as employees prefer a Gamified workplace over a non-Gamified one. Game elements in a work environment are likely to be highly positive for an employee's mental health, and allow employees to lead a healthier life with less stress. This study specifies predictors for business development through Gamification and emphasizes the importance of Gamification on all the variables.

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The Inclusive Enterprise: Vision and Roadmap

Cited by 3 publications

References 3 publications

Factors Affecting Employee’s Retention: Integration of Situational Leadership With Social Exchange Theory

Factors Affecting Employee’s Retention: Integration of Situational Leadership With Social Exchange Theory

Nudge your Workforce

Employees Management: Evidence from Gamification Techniques

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