Effective Employee Engagement and Organizational Success: A Case Study

Purpose – This paper seeks to address the role and impact of employee engagement within an organization that has undergone major change. It looks at the issues of how to monitor and increase levels of staff engagement over time to deliver business results. Design/methodology/approach – It draws on six-monthly employee engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement. Findings – This paper follows a company through economic uncertainty to major organizational change and examines how the role of engagement and monitoring can drive business success. Research limitations/implications – The case study only looks at the issues over an 18 month time period. Originality/value – This paper illustrates how an HR department can build employee engagement to drive the business forward. The case study offers best practice material for HR managers.

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Employee Engagement: Keys to Organizational Success

The Palgrave Handbook of Workplace Well-Being ◽

10.1007/978-3-030-30025-8_77 ◽

2021 ◽

pp. 1001-1028

Author(s):

Lesley Clack

Keyword(s):

Employee Engagement ◽

Organizational Success

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How culture, leadership and engagement helped a small business survive during the pandemic

Strategic HR Review ◽

10.1108/shr-11-2020-0096 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

John F. Blattner ◽

William P. Karmia ◽

Thomas J. Walter

Keyword(s):

Organizational Culture ◽

Employee Engagement ◽

Value Systems ◽

Workplace Culture ◽

Organizational Survival ◽

Content Type ◽

Company Culture ◽

Organizational Culture Inventory ◽

Business Challenges

Purpose The purpose of this case study is to investigate how a small catering company has coped with the current Covid-19 pandemic. Initial research was performed in 2014 and repeated in 2018. Given the far reaching business challenges of the pandemic, the authors examined the viability of the organization within the current climate. Design/methodology/approach Embedded organizational components of culture, leadership and engagement are explored as key elements in the sustainability of the company during the pandemic crisis. Prior research data using the organizational culture inventory is used to assess organizational culture over a four-year period. Employee data and interview analysis within company structure is used to determine how leadership and employee engagement is impacted. Culture research is examined to determine the influence of company culture upon organizational survival. Findings This paper identifies workplace culture elements that contribute to company sustainability. Embedded core value systems, strong employee engagement mechanisms and focused leadership styles were observed to be critical influences upon company survival during the pandemic. Originality/value This research would assist industry professionals and practitioners in understanding the active workplace culture mechanisms found to be effective for organizational survival during periods of crisis. Companies that adopt similar practices may acquire sustainability advantage during the pandemic.

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MEASURING THE EFFECT OF SOCIAL NETWORKING, ORGANIZATIONAL CULTURE TOWARD EMPLOYEE ENGAGEMENT IN SOES ORGANIZATION: CASE STUDY OF SOES IN INDONESI

E-Jurnal Ekonomi dan Bisnis Universitas Udayana ◽

10.24843/eeb.2020.v09.i02.p04 ◽

2020 ◽

pp. 181

Author(s):

Victor Wiley ◽

Thomas Lucas

Keyword(s):

Organizational Culture ◽

Social Networking ◽

Employee Engagement ◽

Employee Performance ◽

Business Climate ◽

Private Organization ◽

New Strategies

SOEs in Indonesia has been expanded their project with tight time and more challenged business climate. In fact, similar to private organization, SOEs also faced with employee performance in their projects. The employee performance has many aspects of social networking, organizational culture and employee engagement. This study tested the influence of social networking, organizational culture and employee engagement on in several projects which ventured by State Owned Enterprises in Indonesia. The variables are analyzed by using SEM AMOS. It is explained that social networking, organizational culture and employee engagement affect employee engagement in SOEs-based projects in Indonesia. This study suggested an approach to improve social networking, organizational culture and employee engagement as new strategies for SOEs in Indonesia. This study result can be a recommendation to the SOEs managers to maintain social networking, organizational culture and employee engagement in order their project to be manageable.

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Developing an employee recognition program that promotes learning across the organization

Development in Learning Organizations An International Journal ◽

10.1108/dlo-10-2019-0232 ◽

2020 ◽

Vol 34 (6) ◽

pp. 45-48

Author(s):

Simon R. Reese

Keyword(s):

Employee Engagement ◽

Design Methodology ◽

Corporate Strategy ◽

Content Type ◽

Employee Recognition ◽

Strategic Vision ◽

Employee Alignment ◽

Common Purpose ◽

Learning Together

Purpose Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization. Design/methodology/approach The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together. Findings With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements. Originality/value Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.

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Employee Engagement in the Public Sector: A Case Study of Western Africa

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v5i3.8088 ◽

2015 ◽

Vol 5 (3) ◽

pp. 70 ◽

Cited By ~ 2

Author(s):

Lamin Sanneh ◽

Saud A.Taj

Keyword(s):

Public Sector ◽

Organizational Performance ◽

Human Resource Development ◽

Employee Engagement ◽

Developed Countries ◽

The Gambia ◽

Organizational Studies ◽

The Public ◽

Western Africa

Employee engagement and its relationship with organizational performance have recently gained immense attention amongst the scholars of organizational studies and human resource development. However, this relationship has widely been examined in the private sector organizations operating in the Western developed countries and its application in the African public sector still remains a major gap in the engagement literature. In order to address this gap, we investigate the different factors of employee engagement and their impact on organizational performance in the public sector of West Africa while taking the case of Gambia Ports Authority, one of the biggest public sector employers in Gambia. A case study approach was adopted with questionnaires designed and distributed to 327employees of the Gambia Ports Authority, one of the largest public sector employer in the Gambia. The survey included employees at different levels including senior managers, directors, and junior level staff. Findings suggest that various factors have significant impact on employee engagement with the exception of team and co-worker relation. Amongst other factors, leadership had the strongest influence employee engagement in African public sector. Overall, a positive relationship was found between employee engagement and organizational performance. Findings also indicate that employees who feel engaged and connected with the organization attempt to reciprocate and show greater enthusiasm towards work (work engagement) and to the organization (organizational engagement), which could lead to improved performance.

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