Employee Engagement Scale

Perubahan telah menjadi kebutuhan primer bagi kehidupan organisasi. Ketika organisasi melakukan perubahan, employee engagement menjadi elemen penting dalam proses perubahan. Karyawan yang mempunyai engagement terhadap perusahaan akan mampu berkontribusi terhadap kesuksesan organisasi dalam menghadapi persaingan maupun tantangan pada serta era globalisasi, menghasilkan pekerjaan yang lebih produktif dan kecenderungan turnover yang rendah. Faktor yang mempengaruhi employee engagement adalah keadilan organisasi, terutama keadilan distributifdan keadilan prosedural. Individu menginginkan adanya keadilan yang diberikan dari organisasi kepada mereka. Individu juga membandingkan apa yang sudah ia berikan kepada organisasi dengan apa yang sudah ia terima. Kondisi yang seimbang antara apa yang telah diberikan dengan apa yang telah diperoleh akan menimbulkan persepsi yang sama mengenai keadilan dalam organisasi dari sisi karyawan dan organisasi. Oleh karena itu, penelitian ini bertujuan untuk mengetahui peranan keadilan organisasi terhadap employee engagement karyawan di masa perubahan organisasi. Subjek penelitian ini adalah karyawan PT. perkebunan X sejumlah 150 orang. Alat ukur yang digunakan adalah skala EmployeeEngagement yang merupakan pengembangan skala Utrecht Work Engagement Scale (UWES) berdasarkan teori Schaufeli dan Bakker dan skala keadilan organisasi yang dikembangkan berdasarkan skala yang disusun oleh Colquitt. Analisis data menggunakan regresi linier berganda.Hasil penelitian ini menunjukkan bahwa keadilan organisasi memiliki pengaruh positif yang signifikan terhadap employee engagement.Jika dilihat per dimensi, hanya dimensi keadilan procedural yang memiliki pengaruh signifikan terhadap employee engagement. Change has been the primary needs for life in an organization. When an organization makes a change, employee engagement becomes an important element in the process of change. The employees who have engagement with a company will be able to give a contribution to the success of the organization is facing competition and challenge and also the globalization era, be more productive and have a low turnover possibility. The factor that influences employee engagement is organizational justice, especially distributive justice and procedural justice. An individual demands justice which is given by their organization. An individual also compares what they have given to the organization and what they have received. The balance condition between these will cause the same perception of justice in an organization for the employees and the organization. Thus, this research aimed to find the role of organizational justice towards employee engagement in the era of organizational change. The subjects in this research were 150 employees of PT. Perkebunan X. The research parameter was Employee Engagement Scale which was a development of the Utrecht Work Engagement Scale (UWES) based on Schaufeli theory and Bakker and the organizational justice scale developed based on Colquitt scale. The data analysis employed a double linear regression. The result of this research showed that organizational justice had positive and significant effects on employee engagement. When it was views per dimension, only procedural justice dimension had significant effects on employee engagement

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Job commitment for special education teachers

Journal Ishraqat Tanmawya ◽

10.51424/ishq.29.5 ◽

2021 ◽

Vol 29 ◽

Keyword(s):

Special Education ◽

Employee Engagement ◽

Special Education Teachers ◽

Government Schools ◽

Job Commitment ◽

Educational Staff ◽

Academic Year ◽

Engagement Scale ◽

Research Tools

1. Employee Engagement of special education teachers. 2. differences in the Employee Engagement for special education teachers based on the following variable: sex (Male & Female) In order to achieve the objectives of the research, the researchers followed the basic steps according to which the process of building educational and psychological standards proceeds, The Employee Engagement scale consisting of (35) items was built in its final form After completing the construction of the research tools, the application was applied to the final research sample amounting to (172) members of the educational staff (teachers) classes of special education in government schools in Babylon Governorate in its various districts for the academic year (2020-2021), and the data was processed statistically using the statistical bag ( SPSS) and the research reached the following results: 1. special education teachers enjoys the Hardiness. 2. There are no remarkable differences statistically shown at ( 0,05) level in the Employee Engagement based on the following variable: sex (Male & Female) In the light of the findigs, som recommendations and suggestion Were given.

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Intervensi Pelatihan Penilaian Kinerja Pada Atasan Untuk Meningkatkan Perceived Organizational Support & Employee Engagement Pada Lembaga Pendidikan YPTK

PSYCHOPEDIA : Jurnal Psikologi Universitas Buana Perjuangan Karawang ◽

10.36805/psikologi.v2i2.434 ◽

2018 ◽

Vol 2 (2) ◽

Author(s):

Holy Greata

Keyword(s):

Performance Appraisal ◽

Employee Engagement ◽

Work Engagement ◽

Organizational Support ◽

Perceived Organizational Support ◽

T Test ◽

Paired Sample ◽

Utrecht Work Engagement Scale ◽

Engagement Scale

Abstrak Penelitian ini bertujuan melihat efektifitas program pelatihan penilaian kinerja untuk meningkatkan perceived organizational support dan employee engagement pada karyawan di lembaga pendidikan YPTK. Alat ukur perceived organizational support merupakan adaptasi dari Survey of perceived organizational support (Eisenberger, 1986) sedangkan alat ukur employee engagement merupakan adaptasi dari Utrecht Work Engagement Scale (Schaufeli dan Bakker 2003). Hasil uji regresi menunjukkan adanya pengaruh perceived organizational support terhadap employee engagement sebesar 0.168 (p=0.016 signifikan pada l.o.s 0.05). Hasil uji paired sample t-test menunjukkan adanya perbedaan skor perceived organizational support dan employee engagement yang signifikan sebelum dan sesudah dilakukan pelatihan dan sosialisasi penilaian kinerja. Kata Kunci: Perceived Organizational Suppor; Employee Engagemen; Performance Appraisal

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Perfectionism and Employee Engagement among Management Faculty: An Empirical Study

Purushartha - A Journal of Management Ethics and Spirituality ◽

10.21844/pajmes.v11i2.14630 ◽

2019 ◽

Vol 11 (2) ◽

Author(s):

Divya Goel ◽

Mitushi Singh

Keyword(s):

Task Performance ◽

Employee Engagement ◽

Academic Research ◽

Business Environment ◽

Faculty Members ◽

Positive Interaction ◽

Study Results ◽

Management Institutions ◽

And Task ◽

Engagement Scale

thesized relationships and indicate that perfectionism predicts employee engagement among management faculty. The results also indicated that employee engagement bears a positive relationship with task performance. The study results suggested that the management institutions should realign their HR processes to develop a sense of perfectionism in their employees’ personality in order to affect the employee engagement and task performance of their employees in a positive way. Purpose: Today’s Business environment is posing numerous challenges for the organizations due to which survival is becoming tough day by day. However, to handle any challenge the most invigorating resource, any organization can bank upon is their employees. Engaged employees are found to deliver high performance and thus in order to understand the key antecedents of employee engagement, the purpose of this study was to examine how perfectionism and the three forms of perfectionism i.e. self-oriented perfectionism, other oriented perfectionism, and socially prescribed perfectionism were associated with employee engagement in a sample of faculty members in management institutions. It also focused on examining and understanding the interaction between employee engagement and the task performance. Design/methodology/approach: The paper used predominantly the quantitative approach and briefly outlines the relationship between perfectionism, the three forms of perfectionism and employee engagement using the data from a sample of 218 faculty members from 12 private institutions and 3 private universities of Northern Indian region. Data was collected using a battery of questionnaires including the Hewitt and Flett (1991)’s Multidimensional Perfectionism Scale (MPS), the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale), and the Goodman and Syvantek (1999)’s task performance scale. Pilot testing was done to check the reliability of the questionnaire and the Cronbach alpha value was found to be 0.76. Correlations, regressions and descriptive analysis were carried out. Findings: The study results provided considerable support for the hypo Originality/value: The paper contributes by filling a gap in the management literature, in which empirical studies on perfectionism and its relationship with employee engagement among the faculty members in management institutions have been scarce until now. This study also contributes to the academic research by highlighting a positive interaction between employee engagement and task performance and negating the speculation that employee engagement is just the latest management fad.

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Factors associated with employee engagement in South Africa

SA Journal of Industrial Psychology ◽

10.4102/sajip.v36i2.925 ◽

2010 ◽

Vol 36 (2) ◽

Cited By ~ 27

Author(s):

Sebastiaan Rothmann ◽

Sebastiaan Rothmann Jr

Keyword(s):

South Africa ◽

Employee Engagement ◽

Work Engagement ◽

Job Resources ◽

Work Role ◽

Factors Associated ◽

Psychological Conditions ◽

Organisational Support ◽

Psychological Meaningfulness ◽

Engagement Scale

Orientation: Knowledge of the factors associated with employee engagement is important for practitioners and researchers in industrial/organisational psychology in South Africa.Research purpose: The objective of this study was to investigate the factors associated with employee engagement using two models, namely the personal engagement model of Kahn (1990), and the work engagement model of Schaufeli and Bakker (2004).Motivation for the study: Scientific knowledge is needed regarding the factors that are associated with employee engagement.Research design, approach and method: Survey designs were used with two samples taken from various South African organisations (n = 467 and n = 3775). The Work Engagement Scale, the Psychological Conditions Scale and the Antecedents Scale were administered for purposes of study 1. The Utrecht Work Engagement Scale and the Job Demands-Resources Scale were administered for purposes of study 2.Main findings: The results of study 1 showed that two psychological conditions, namely psychological meaningfulness and psychological availability, were positively associated with employee engagement. Work role fit was the best predictor of psychological meaningfulness and employee engagement. The results of study 2 showed that all job resources were positively associated with employee engagement. Organisational support and growth opportunities were the best predictors of vigour, dedication and absorption.Pratical/managerial implications: Interventions to increase employee engagement should focus on work role fit. Job resources, including an intrinsically rewarding job, organisational support and advancement opportunities should be made available to increase employees’ engagement.Contribution/value-add: This study isolated the most important factors associated with employee engagement in South Africa.

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