Employee engagement for millennials: considering technology as an enabler

2019 ◽  
Vol 33 (1) ◽  
pp. 9-11 ◽  
Author(s):  
Nivedita Jha ◽  
Puja Sareen ◽  
Rama Krishna Gupta Potnuru
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Design Methodology ◽  
Content Type ◽  
Face To Face ◽  
Practical Implications

Purpose The paper aims to highlight the challenges of engaging millennial workforce and proposing strategies to address this challenge. Design/methodology/approach It is a viewpoint paper that reflects the opinions of human resource (HR) practitioners across industries in India. The views were gathered through telephone and face-to-face interaction with the practitioners. Findings Harnessing technology appropriately can help managers gain overall engagement of millennial workforce in the organization. Practical implications HR practitioners can manage their millennial workforce better if they understand their characteristics and expectations. Originality/value The originality of this paper is that it identifies technology as a hindrance as well as an advantage to engage millennials. It suggests how technology can be harnessed to keep millennials engaged in the workplace.

Engaged employee or just hired help?

2016 ◽  
Vol 32 (4) ◽  
pp. 18-20
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Face To Face ◽  
Positive Effects ◽  
Study Results ◽  
Pertinent Information ◽  
Organizational Transparency ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study results show that face-to-face interactions and social media are the most effective channels in building organizational transparency, authenticity, and engaging employees in China. Organizational transparency and authenticity demonstrate strong positive effects on employee engagement. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Managing employees with chronic illness

2018 ◽  
Vol 26 (1) ◽  
pp. 7-10 ◽  
Author(s):  
Maninder Singh ◽  
P.S. James ◽  
Shirshendu Ganguli
Keyword(s):  
Chronic Illness ◽  
Human Resource ◽  
Design Methodology ◽  
Empirical Studies ◽  
Chronically Ill ◽  
Human Resource Managers ◽  
Future Directions ◽  
Content Type ◽  
Resource Managers ◽  
Practical Implications

Purpose The purpose of this paper is to identify future directions for human resource managers to provide work accommodations to chronically ill employees. Design/methodology/approach The authors researched empirical studies in management, occupational health journals, and reports on chronically ill employees. Findings The paper provides research-based practical insights for human resource practitioners to deal with the growing number of chronically ill employees. Practical implications The paper highlights solutions for human resource managers to create an inclusive workplace for employees with chronic illness. Originality/value The authors identified effective human resource and health practices for chronically ill employees, which would help to increase their productivity.

Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Cross-sector insights from China on boosting employee well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Justice ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Management Practices ◽  
Well Being ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how human resource management practices (HRMPs) impact employee well-being (EWB), and how integrity leadership and organizational justice shape this relationship. The three HRMP dimensions – ability-enhancing, motivation-enhancing, and opportunity-enhancing HR practices – all positively impacted the trio of EWB dimensions, namely job well-being, psychological well-being, and life well-being. Organizational justice proved to enhance the ability of HRMPs to boost EWB, and integrity leadership was an EWB catalyst in all of these interrelationships. HR teams are therefore advised to invest clear and genuine efforts into boosting the integrity of leaders, for example through rigorous recruitment screening. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Anatomy of successful tourism shopping districts

2020 ◽  
Vol 6 (4) ◽  
pp. 831-846
Author(s):  
Bob Mckercher
Keyword(s):  
New York ◽  
Design Methodology ◽  
Content Type ◽  
Face To Face ◽  
Local Stakeholders ◽  
English Speaking ◽  
Operational Issues ◽  
Retail Shopping ◽  
Practical Implications

Purpose The purpose of this paper is to analyse the factors that make tourist shopping districts successful. Design/methodology/approach In total, 12 sets of face-to-face interviews were conducted in 7 cities on 4 continents in September and October, 2019. In total, 21 individuals participated in the interviews. Interviews were conducted in Bangkok Thailand, Singapore, Melbourne and Brisbane Australia, Ottawa Canada, New York USA (three sets of interviews) and London England (four sets of interviews). Findings The literature focusses on operational issues, while respondents highlighted higher order issues relating primarily to organisational structure, governance and funding. Research limitations/implications The study focusses primarily on English speaking jurisdictions, with the exception of Bangkok. As such, the results may not be generalisable to non-English speaking economies. Practical implications Insights into factors influencing the success of tourism retail shopping districts are highlighted, especially the role of governance and creativity. Social implications The paper indicates that local stakeholders also play a key role in the success of such districts. Originality/value This is the first comprehensive, global study of the factors that make tourism shopping districts successful.

How to increase employee engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Performance ◽  
Case Studies ◽  
Employee Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Growth Mindset ◽  
Positive Outcomes ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings An engaged workforce is critical to organizational performance. Firms can increase engagement levels by developing a learning culture and empowering its employees. Positive outcomes are likelier still with individual workers who possess a strong growth mindset. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Ten questions that make a difference for HR leadership

2015 ◽  
Vol 23 (3) ◽  
pp. 20-22 ◽  
Author(s):  
Clinton Longenecker ◽  
Laurence S Fink
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Social Implications ◽  
Valuable Insight ◽  
Business Partnerships ◽  
Comprehensive Understanding ◽  
Bottom Line ◽  
Content Type ◽  
Hr Practices ◽  
Practical Implications

Purpose – Presents the distilled wisdom of two human-resource (HR) award facilitators. Design/methodology/approach – Takes in the form of ten questions that make a difference for HR leadership. Findings – Asks: Are you trusted by the members of your organization? Do you possess a real and comprehensive understanding of how your business makes money? Do you keep yourself up to speed on the legal and compliance issues that are most important to your organization? Do you think strategically and execute operationally? Are you measuring and monitoring the most meaningful metrics that measure mission-driven performance? Are you working hard to create business partnerships with your stakeholders that increase the likelihood of success? Are you taking steps to help all managers in your organization to operate like great HR leaders? Are you using your talents and influence to build teams and solve organizational problems? Do you seek out and apply innovative HR practices that can truly affect your organization’s bottom-line performance? Do you ensure that people have the information they need to perform in an optimal fashion? Practical implications – Urges HR specialists to review, reflect on and assess their response to each of the questions. Social implications – Suggests that each question identifies key behaviors and activities that can become a target for improvement. Originality/value – Provides valuable insight rarely available to HR specialists.

Mastering the art of meeting optimization

2020 ◽  
Vol 36 (6) ◽  
pp. 17-19
Keyword(s):  
Task Performance ◽  
Case Studies ◽  
Employee Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Design Characteristic ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
And Task

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the meeting design characteristic of meeting size in order to uncover how this impacts employee engagement and task performance within an organization. The results revealed that meetings viewed by employees as being effective does boost their engagement level at work. Furthermore small meeting sizes consisting of well-chosen participants transpired to be the most effective format for yielding improved end-of-the-day task performance in the participants. Managers are therefore advised to seek feedback on the relevance of their meeting invitations, and carefully consider who is likely to add value to a meeting. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Consumer segmentation based on usage of sales channels in the German wine market

2014 ◽  
Vol 26 (1) ◽  
pp. 27-44 ◽  
Author(s):  
Gergely Szolnoki ◽  
Dieter Hoffmann
Keyword(s):  
Design Methodology ◽  
Hierarchical Cluster ◽  
Content Type ◽  
Basic Group ◽  
Face To Face ◽  
Sales Channels ◽  
Consumer Segmentation ◽  
Behavioural Characteristics ◽  
Segmentation Approach ◽  
Practical Implications

Purpose – The purpose of this study is to test the segmentation based on the usage of sales channels and to compare the segments with each other in terms of socio-demographic and behavioural characteristics. Design/methodology/approach – This study was conducted using representative data collected in Germany through a face-to-face interview. 2,000 German consumers answered questions towards the usage of different sales channels when purchasing wine as well as socio-demographic and other behavioural questions. A hierarchical cluster analysis was run, to classify the respondents into segments. Findings – The results illustrate the usefulness of this kind of segmentation and show significant differences between the six consumer groups: discount-customers, food-retail-customers, supermarket-customers, cellar-door-customers, wine-store-customers and multichannel-customers. These segments differ in their socio-demographic as well as in their behavioural structure. Furthermore, the six segments could be split into two groups depending on their average purchase value: a basic group and a premium group. Practical implications – This segmentation provides an analysing tool for the German retailers, which is able to identify the loyal and potential consumers of the different sales channels. Originality/value – This segmentation was conducted using the purchase activity of German consumers in different sales channels. This segmentation approach has been never used to identify, describe and classify wine consumers.

Leading in the connected era

2014 ◽  
Vol 42 (1) ◽  
pp. 37-46 ◽  
Author(s):  
Saul Berman ◽  
Peter Korsten
Keyword(s):  
Design Methodology ◽  
Rapid Change ◽  
Superior Performance ◽  
Institutional Diversity ◽  
Content Type ◽  
Face To Face ◽  
Constant Change ◽  
Collaborative Cultures ◽  
Practical Implications ◽  
Future Plans

Purpose – Leaders are recognizing that the current connected era is fundamentally changing how customers, employees and partners engage, according to an IBM survey of CEOs and senior public sector leaders from around the globe. Design/methodology/approach – Between September 2011 and January 2012, IBM leaders met face to face with leaders worldwide to better understand their future plans and challenges in an increasingly connected economy. The CEOs surveyed lead organizations of different sizes in 64 countries and 18 industries The analysis also sought to understand differences between responses of CEOs in financially outperforming organizations and those in underperforming organizations. Findings – Key survey findings include: CEOs are creating more open and collaborative cultures – encouraging employees to connect, learn from each other and thrive in a world of rapid change; the emphasis on openness and collaboration is even higher among outperforming organizations; to engage customers as individuals, CEOs are investing in customer insights more than any other functional area; and extensive partnering is providing the edge CEOs need to take on radical innovation. Practical implications – Three suggested initiatives to promote superior performance are: embrace connectivity and openness; engage customers as individuals; and amplify innovation with partnerships. Originality/value – Explains that to create greater value, CEOs must take advantage of newly enabled connections with and among employees, customers and partners. Shows that to lead in this unfamiliar territory amid constant change, CEOs will need to learn from their own networks. They will need to assemble those networks like portfolios – with generational, geographic, institutional diversity. Then, they will need to help their organizations do the same.

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