Employee engagement

BACKGROUND:
Recent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.
OBJECTIVES AND RESEARCH QUESTIONS:
To evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.
REVIEW METHODS:
Evidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.
MAIN FINDINGS:
There is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.
CONCLUSIONS:
The synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.
FUNDING:
This project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.
Copyright © Queen’s Printer and Controller of HMSO 2015. This work was produced by Bailey et al. under the terms of a commissioning contract issued by the Secretary of State for Health. This issue may be freely reproduced for the purposes of private research and study and extracts (or indeed, the full report) may be included in professional journals provided that suitable acknowledgement is made and the reproduction is not associated with any form of advertising. Applications for commercial reproduction should be addressed to: NIHR Journals Library, National Institute for Health Research, Evaluation, Trials and Studies Coordinating Centre, Alpha House, University of Southampton Science Park, Southampton SO16 7NS, UK.

Incessant occurrences of character failure of people in leadership positions that have characterized organizations in recent years call for critical examination of leadership behaviors. The Social Learning Theory and Trickle-Down Model are some of the common approaches previously used to analyze ethical leadership behaviors. However, the challenges with how these models inspire ethical behaviors call for further examination of the issue. Using a multidisciplinary integrative literature review, we present Vroom’s Valence–Instrumentality–Expectancy (VIE) Model of Motivation as an alternative model for examining ethical leadership behaviors. The VIE Model provides clarity regarding how leaders are motivated to behave ethically. We utilize ideas from the VIE model in conjunction with Starratt’s Three-Step Approach to develop a unique framework for examining ethical leadership behaviors. Our model highlights the importance of a leader’s values in creating organizational ethical values that eventually translate into professional ethical values. Using the motivational approach to inspire ethical leadership will drive organizational members to internalize ethical behavior as a conviction rather than complying with a set rule.

Purpose – The aim of this research is to investigate the influence of hybrid knowledge management in workers’ productivity and tolerance of ambiguity.
Design/methodology/approach – The research was conducted before and after the
implementation of the Communication and Knowledge Motivator (CKM) model in Hellenic Railways Organization (2004 and 2008). Survey data were collected from 352 workers. In the first phase (2004), workers’ productivity, ambiguity tolerance and demographical characteristics were examined. In the second phase (2008), the same measurements were performed. Ordinary regressions (enter and stepwise) were used to explore the research hypotheses.
Findings – The paper finds that workers’ productivity and tolerance of ambiguity is positively affected by the CKM model. Further, it confirms the significant influence of workers’ ambiguity tolerance in their productivity, before and after the implementation of the CKM model.
Research limitations/implications – Workers’ productivity might be influenced by the
Hawthorne effect or by other emotional/cognitive attitudes. There is no such earlier measurement in Greece to compare and appraise the research findings and overall, the CKM model. Further research needs to be conducted in the Greek public sector.
Practical implications – The research findings suggest that the CKM model affects positively workers’ productivity and ambiguity tolerance. Additionally, they note that workers’ tolerance of ambiguity affects significantly their productivity.
Originality/value – The originality of this study lies in the CKM model that may influence positively workers’ productivity and ambiguity tolerance. The study was carried out in Greece where few relevant studies have been conducted.
Keywords Knowledge management, Productivity, Public sector, Tolerance of ambiguity,
Public sector organizations, Greece
Paper type Research paper

The COVID-19 pandemic has significantly influenced the work world. One of the most visible impacts on employee lifecycles is the phenomenon called the great resignation, a massive wave of workers quitting across industries that began in 2021, after easing of the first pandemic restrictions. As this process is quite recent, there is a research gap in the field which has pushed the authors to examine this topic in more detail. The authors set the following research hypothesis: The great resignation is primarily caused by the ethical, cultural, relational, and personal factors. In order to verify it, the authors conducted original research and analyzed various desk studies. The research was done within a Berlin-based tech startup in the time frame between January 2020 and December 2021. Based on their findings, the authors concluded that the main reasons for employees leaving their workplaces are non-materialistic ones.

Human Resource is the one of the most important resource that have the ability to differentiate to identical firms. In a highly competitive business environment, it is very crucial to have talented as well as committed employees in order to attain upper hand in the business field. That is the one thing that creates sustainable competitive advantage-and therefore ROI, company value and long-term strength-is the workforce, the people who are the company. Therefore, the HR managers are interested to measure and evaluate the commitment, motivation, positive feelings, and satisfaction of employees towards their work. The employee engagement is one of such concept that describes the overall employee-favour-to work and work environment. This paper focus on defining the concept of employee engagement through exploring the secondary data.

This paper tried to investigate Employee engagement. We tried to describe the definitions of Employee engagement. According to the findings we tried to discuss the benefits of employee engagement. Additionally, we tried to define the measurements of Employee Engagement and the benefits of measuring employee engagement. We attempted to research some brief facts on global engagement and also challenges in employee engagement and recommendations. In the conclusion part, we tried to brief information on all topics of this paper.

This article reviews theories of motivation in the workplace, what these theories look like in the modern workplace, and interventions designed to increase individual and system-wide organizational motivation. We explored a wide range of theories, including the expectancy theory, Maslow’s hierarchy, the motivation-hygiene theory, the equity theory, reward structures, cognitive evaluation theory, and feedback, to formulate conclusions about common organization development (OD) interventions that are meant to address the theories. Reviewed interventions include; organization structure design, achievement orientation, goal setting, job design, quality feedback, and empowerment programs. We followed a multidisciplinary integrated literature review approach to move beyond merely summarizing the literature but substantially contributing new and valuable knowledge to the fields of leadership and organization development. The research cements the need for understanding individuals’ needs and goals, the value of quality feedback, rewarding positive behavior, leading with fairness, and allowing space for autonomy.

This case study aimed at shedding light on the new emerging trends of business observed in the Asian region. Today, big multinationals are learning from Asia and applying best practices, developed in this continent, in their operations worldwide spanning from USA, South America and Europe. In particular, this case study paid focus on the strategy adopted by Timothy Charles Parker, the Chairman of the Board of Directors, Samsonite International S.A, incorporated in March 2011. It also focused on the turnaround strategy applied by him for the Samsonite (Luggage Company). Charles Parker is a man with a reputation for turning around companies from losses to prof itability. He was put in charge by the Board to revive Samsonite that was continuously losing its strength and market share in the year of 2009. From this perspective, this study tried to explore the methodology adopted by Timothy Charles Parker to successfully revive the company. It is also noteworthy to note how Timothy Charles Parker paid careful attention to the integration strategy by Ramesh Tainwala in In-dia to support the Samsonite operations in American and European operations. Furthermore, Asian region was also used for tapping funds from the stock market because of damage to the brand equity of Samsonite in the developed markets. Within the period of merely seven years, Samsonite is now one of the most thriving and successful luggage companies in the world and its share is most sought after in Hong Kong stock market. Based on the studies case, it can be recommended that management practices developed in Asian region can also be adopted in order to revive.

The objective of this study is to address the questions related to the determinants of job performance and to test the moderating role of psychological contract between employee engagement and job satisfaction. The study followed a quantitative cross-sectional design to examine the relationship between the variables. A sample size of 1000 members from 20 automobile companies from Uttarakhand state was used. Substantiating the role of social exchange theory, the study results indicate that employee engagement and job satisfaction significantly contribute to job performance in the automobile sector. The moderating effect of psychological contract also reports partial mediation among employee engagement and job satisfaction on job performance. The research delivers valuable insight to managers and leaders about the significance of employee-engagement, job-satisfaction, and psychological contracts to ensure better job performance in the automobile manufacturing sectors.