Building psychological safety for employee engagement in post-recession

2016 ◽  
Vol 30 (1) ◽  
pp. 19-22 ◽  
Author(s):  
Binita Tiwari ◽  
Usha Lenka
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Economic Recession ◽  
Psychological Safety ◽  
Review Of Literature ◽  
Content Type ◽  
Safe Environment

Purpose – The purpose of this paper is to illustrate the role of psychological safety in engaging employees at times of economic recession. Design/methodology/approach – Review of literature. Findings – On perceiving a psychologically safe environment, employees freely share their knowledge, learn, and take risks to build their intrapreneurial abilities that would facilitate their level of engagement toward organization. Originality/value – Focuses on employee engagement by taking into consideration the key measurements of psychological safety in post-recession.

The “Halalification” of tourism

2017 ◽  
Vol 8 (4) ◽  
pp. 558-577 ◽  
Author(s):  
Faiza Khan ◽  
Michelle Callanan
Keyword(s):  
Design Methodology ◽  
Secondary Data ◽  
Market Segment ◽  
Analysis Method ◽  
Review Of Literature ◽  
Primary Research ◽  
Content Type ◽  
Starting Point ◽  
Practical Implications

Purpose The purpose of this paper is to address the confusing use of terminology associated with tourism undertaken by Muslims and to identify key concerns associated with this type of tourism. Design/methodology/approach This is an exploratory study and adopts a critical review of literature following the evolutionary concept analysis method. Content analysis of popular UK media, UK-based tour operators’ websites and tourism strategies of destinations popular with Muslim tourists were conducted to examine the use of terminology. Findings There is no clear difference between the various terms (halal, Muslim friendly, Islamic, etc.) used. Overall, academia uses the term Islamic tourism, while the industry and media use various terms. Among destinations, however, there is no clear and consistent use of terminology. A key concern of Islamic tourism is the role of certification in assuring travellers and the lack of standardisation of halal certification. Research limitations/implications The paper is based on literature review and secondary data analysis. It lacks primary research. Practical implications This study highlights the need for consistent use of terminology across industry. Another implication is the issue surrounding halal certification of food and the importance of trust in the seller/service provide. Another trend that industry providers need to consider is the growth of the Muslim millennial traveller and the needs of this market segment. Originality/value The paper highlights the importance of studying the Muslim tourist market and provides a starting point for further research. It highlights several issues such as the need to develop a typology of Muslim tourists. Of particular interest is the concern whether halal values in danger of being commodified in the absence of a universal agreed criterion for halal certification.

It is not a case of “one size fits all”: the need for customized HRM practices for employee engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Geetha Jose ◽  
Nimmi P. M. ◽  
Sebastian Rupert Mampilly
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Psychological Safety ◽  
Equation Modeling ◽  
Care Providers ◽  
Content Type ◽  
Experienced Nurses ◽  
Hrm Practices ◽  
The Relationship

Purpose This study seeks to evaluate the role of HRM practices in enhancing Employee Engagement, particularly at varying levels of perceived psychological safety. Design/Methodology/Approach Data collected through a questionnaire survey of 151 nurses are analyzed with warp-PLS structural equation modeling. Findings Perceived HRM practices lead to higher engagement levels. Psychological safety moderates the relationship between HRM practices and employee engagement inversely. Originality/value An un-preceded study examining the moderating role of Psychological safety on the instrumentality of HRM practices on engagement particularly among experienced medical care providers. Results suggest to provide customized HRM practices to experienced nurses in order to enhance their engagement levels.

Supportive leadership, proactive personality and employee voice behavior

2019 ◽  
Vol 34 (1) ◽  
pp. 2-18 ◽  
Author(s):  
Mervat Mohamed Elsaied
Keyword(s):  
Design Methodology ◽  
Psychological Safety ◽  
Proactive Personality ◽  
Employee Voice ◽  
Voice Behavior ◽  
Supportive Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Immediate Supervisor

Purpose The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee voice behavior. Design/methodology/approach The data were collected from 268 employees, and 56 were their immediate supervisors, in three Egyptian companies belonging to footwear and headgear sector. Employees and their immediate supervisors provided data on separate questionnaires and different occasions; an identification number was used to match each employee’s questionnaire with the response of his/her immediate supervisor. Findings The results indicated that both supportive leadership and proactive personality had a positive and significant effect on voice behavior. In addition, the results showed that psychological safety fully mediated the relationships among supportive leadership, proactive personality and employee voice behavior. Originality/value This study contributes to the literature by linking supportive leadership, proactive personality and employee voice behavior. It clarifies how and why supportive leadership and proactive personality can stimulate voice behavior.

Who benefits from benefits?

2017 ◽  
Vol 16 (3) ◽  
pp. 117-124
Author(s):  
John Gerard Fisher
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Employee Benefits ◽  
Content Type ◽  
Specific Research ◽  
Commercial Practice ◽  
Annual Basis ◽  
The Past ◽  
Practical Implications

Purpose This paper aims to review the role of benefits within the employee engagement mix of activities and products and provide three areas for strategic improvement. Design/methodology/approach The paper examines surveys and some well-known models for the inclusion of benefits in employee remuneration and draws on any insights that study uncovers. Findings The findings are that employee benefits should be critically appraised on an annual basis, not simply added to because they seem popular or are “in the news”. Research limitations/implications No specific research was undertaken, as this was a viewpoint of current commercial practice. Practical implications Employers should recognize that spend-to-get benefits require participants to spend their own money and therefore represent a cost to employees rather than a benefit. Employers need to research benefits take-up and participant opinions if the value of introducing them is to be fully realized. Communicating the features of benefits is usually poorly done by internal HR teams. Social implications Better scrutiny of the benefits basket and a closer eye on their effectiveness are required. Originality/value This is a considered view taken from the experience of running a number of commercial engagement programmes in the past 12 months with a view to helping practitioners avoid costly mistakes in future.

Engaging employees: three critical roles for managers

2017 ◽  
Vol 16 (3) ◽  
pp. 107-111
Author(s):  
Elissa Tucker
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Online Survey ◽  
Change Resistance ◽  
Content Type ◽  
Direct Reports ◽  
Multiple Stakeholder ◽  
Job Levels ◽  
Work Goals

Purpose The purpose of this research paper is to detail the roles that managers can play in engaging their direct reports. Design/methodology/approach APQC conducted an online survey of 252 participants – representing different generations, job levels and organizations of varying sizes and industries – about people challenges at work (i.e. instances where the action or inaction of other employees makes it more challenging for an individual to achieve his/her work goals). Findings Nearly all workers experience people challenges, which increase stress, reduce productivity and diminish job satisfaction. The top people challenges at work are change resistance, skills gaps and inadequate direction and information. People managers are best positioned to alleviate these challenges so that workers may have a more engaging and productive experience. Originality/value Employee engagement is a multiple-stakeholder process involving HR, leaders, managers and employees. This paper sheds light on the role of the manager in engaging employees. Whereas it is commonplace to acknowledge that managers are important to employee engagement, this paper actually spells out the specific actions managers can take to remove barriers to employee engagement.

A review of literature on mediators and moderators of workplace bullying

2018 ◽  
Vol 41 (7) ◽  
pp. 822-859 ◽  
Author(s):  
Arpana Rai ◽  
Upasna A. Agarwal
Keyword(s):  
Design Methodology ◽  
Workplace Bullying ◽  
Empirical Studies ◽  
Google Scholar ◽  
Review Of Literature ◽  
Content Type ◽  
The Past ◽  
Reasonable Number ◽  
Underlying Mechanisms

Purpose During the past 26 years, there has been a phenomenal growth in the literature on workplace bullying. The purpose of this paper is to review and synthesize the extant empirical studies on underlying and intervening mechanisms in antecedents–bullying and bullying–outcomes relationships. Design/methodology/approach In total, 53 studies on mediators and moderators in antecedents–bullying and bullying–outcomes relationships (2001-2016) were selected from academic databases (Google Scholar, Research Gate, Emerald Insight, Science Direct, etc.) Findings The review suggests that while a reasonable number of studies examine the role of mediators and moderators in bullying–outcomes relationships, such efforts are meager in antecedents–bullying relationships. The paper concludes by proposing some potential variables that can explain the underlying mechanisms in the bullying phenomenon and alleviate/aggravate the antecedents–bullying–outcomes relationships. Originality/value To the best of authors’ knowledge, this is the first review on mediators and moderators of workplace bullying.

Workplace friendship, psychological safety and innovative behavior in China

2020 ◽  
Vol 14 (3) ◽  
pp. 661-676 ◽  
Author(s):  
Feiyuan Cao ◽  
Haomin Zhang
Keyword(s):  
Transformational Leadership ◽  
Boundary Conditions ◽  
Design Methodology ◽  
Psychological Safety ◽  
Innovative Behavior ◽  
Content Type ◽  
Workplace Friendship ◽  
New Perspective ◽  
The Relationship

Purpose This paper aims to clarify the influences of workplace friendship, psychological safety on employees’ innovative behavior and the moderated role of transformational leadership and face. Design/methodology/approach The current research proposes and tests a theoretic framework to explore the mechanism of workplace friendship in influencing employees’ innovative behavior. Based on a sample of 441 respondents from various Chinese companies, this paper used SPSS 22.0 and Amos 22.0 to examine the hypotheses. Findings Results indicate that workplace friendship positively related to innovative behavior and psychological safety functioned as a mediator between them. Moreover, it examines the moderating roles of transformational leadership and face. Transformational leadership and desire to gain face strengthen the relationship between psychological safety and employees’ innovative behavior but fear of losing face is negatively related to the strength of this relationship. Originality/value The current research is meaningful for managerial practice. Then, the theoretical framework will contribute to providing a new perspective for understanding complex friendship at studies thus explore its boundary conditions, which help to lead to desirable outcomes. Besides, the findings advance nascent theory on face under oriental culture background.

Employee engagement and job performance in Lebanon: the mediating role of creativity

2019 ◽  
Vol 68 (3) ◽  
pp. 506-523 ◽  
Author(s):  
Hussein Nabil Ismail ◽  
Adnan Iqbal ◽  
Lina Nasr
Keyword(s):  
Job Performance ◽  
Employee Engagement ◽  
Design Methodology ◽  
Stepwise Multiple Regression ◽  
Content Type ◽  
Mediating Role ◽  
And Performance ◽  
The Relationship ◽  
Positive Effect

Purpose The purpose of this paper is to explore the relationship between employee engagement and job performance in the country of Lebanon, and to test whether creativity mediates the relationship between engagement and performance. Design/methodology/approach The research sample consisted of 186 respondents working in Lebanese firms. The questionnaire included established measures relating to employee engagement, job performance and creativity – in addition to various demographic questions. Stepwise multiple regression and bootstrapping methods were employed in the analysis of the data. Findings The findings showed a significant positive effect of employee engagement on job performance. However, mediation analysis using bootstrapping methods has shown that creativity has fully mediated the relationship between engagement and performance. Originality/value The study extends previous research and increases the external validity of the findings by investigating the relationship between engagement and performance in new non-western contexts. Moreover, this is one of the first research studies that explores the role of creativity in the relationship between the two variables; this helps in improving our understanding of the model and aids in enhancing the effect of engagement on performance.

Employee communication for engaging workplaces

2019 ◽  
Vol 40 (6) ◽  
pp. 23-32 ◽  
Author(s):  
Alessandra Mazzei ◽  
Alfonsa Butera ◽  
Luca Quaratino
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Employee Communication ◽  
Field Surveys ◽  
Content Type ◽  
Relational Approach ◽  
Statistical Sample ◽  
Practical Implications

Purpose This paper aims to explore the role of employee engagement for competitiveness. In particular, the role of employee communication to create engaging workplaces. Design/methodology/approach Two field surveys were conducted to assess, which are the most relevant leverages that contribute to create engaging (or disengaging) workplaces in Italy: the first one on a statistical sample of large companies, the second one on a snowball sample of employees. Findings Italian companies often miss the opportunity to create engaging workplaces and to exploit the potential of employee communication to foster employee engagement. Research limitations/implications Further research could focus on a survey on a sample of managers and employees belonging to the same company. Practical implications Companies should pursue an inclusive relational approach, using employee communication appropriately. Originality/value The study develops and tests a model showing the linkages among managerial approaches and engaging workplace contexts and examines the role of employee communication to foster employee engagement.

Why improving employee and manager relationships is vital to boost engagement

2020 ◽  
Vol 19 (2) ◽  
pp. 67-70
Author(s):  
Cerys Johnson
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Business Leaders ◽  
Clear Correlation ◽  
Traditional Methods ◽  
Content Type ◽  
The Impact

Purpose The author, CEO of a global enterprise, set out to explore the impact of employee and manager relationships on engagement. Her goal was to then determine strategies to improve these relationships to boost engagement. Design/methodology/approach The author first reviewed studies regarding the impact of engaged employees on businesses and the role of employee and senior relationships with regards to this. She then explored the most effective approaches to improve these relationships and thereby employee engagement. Findings While it is not the only factor involved, there is a clear correlation between the relationships between employees and business leaders and employee engagement. There are several strategies businesses can adopt to improve the communication between these parties and remove hierarchical barriers, which will in turn improve employee engagement. Originality/value The value was in demonstrating that there are a wide variety of strategies businesses can use to improve engagement, using technology as well as traditional methods to ensure they reach all members of staff.

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