Employee engagement antecedents and consequences in Vietnamese businesses

2019 ◽  
Vol 44 (2/3) ◽  
pp. 89-103 ◽  
Author(s):  
Huyen Thi Minh Van ◽  
Fredrick Muyia Nafukho
Keyword(s):  
Human Resource Development ◽  
Employee Engagement ◽  
Organizational Support ◽  
Working Environment ◽  
Google Scholar ◽  
Related Factors ◽  
Content Type ◽  
Antecedents And Consequences ◽  
Role Behaviors ◽  
Global Research

Purpose The purpose of this paper is to explore the antecedents and consequences of employee engagement (EE) in global research and Vietnamese business context. Design/methodology/approach This review was conducted in the following order: an integrative review for garnering drivers and outcomes of EE in global research, followed by a narrative review for selecting variables relevant to Vietnamese businesses. Findings In EE global research, a 3 × 3 findings framework was devised. Three antecedent clusters included the internal environment, job-related and employee-related factors. EE resulted in three outcome clusters: intra-role behaviors, extra-role behaviors and personal development and growth. In Vietnamese businesses, few studies existed on organizational learning and organizational support as EE antecedents, whereas turnover intention was examined the most as an EE outcome. Research limitations/implications The search was limited to EE-related peer-reviewed articles in Business Source Complete and Google Scholar. Literature on Vietnam EE was restricted to ProQuest Dissertations and Theses and Google Scholar because of a lack of literature availability on this topic in Business Source Complete. Practical implications Knowing that leadership, HR practices and working environment are important antecedents of EE in Vietnam (Table II) would prompt enterprise leaders and managers to improve the company’s conditions for engaging its employees. This is an important finding because Vietnamese businesses are suffering increasing turnover. Creating favorable organizational support evidenced via career growth opportunities, pay and benefits, company culture, job fit and effective management will stimulate employees to stay and engage. Originality/value This study emphasizes the organizational and employee factors in EE research and calls for combined research application to inform EE in Vietnamese businesses, thus providing ground for human resource development researchers and practitioners in their respective work.

Organization engagement: a review and comparison to job engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alan M. Saks ◽  
Jamie A. Gruman ◽  
Qian Zhang
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Support ◽  
Job Engagement ◽  
Research Attention ◽  
Content Type ◽  
Hr Practices ◽  
Antecedents And Consequences

PurposeEmployee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.Design/methodology/approachThis paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.FindingsMost studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.Practical implicationsThe results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.Originality/valueThis paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.

Antecedents and consequences of employee engagement revisited

2019 ◽  
Vol 6 (1) ◽  
pp. 19-38 ◽  
Author(s):  
Alan M. Saks
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Single Item ◽  
Content Type ◽  
Job Characteristic ◽  
Antecedents And Consequences

Purpose In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement. Design/methodology/approach Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement. Findings The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences. Practical implications The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement. Originality/value This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.

Engaging Gen Z in professional selling: a systematic literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrew Loring ◽  
Jia Wang
Keyword(s):  
Literature Review ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Systematic Literature Review ◽  
Individual Characteristics ◽  
Content Type ◽  
Generation Z ◽  
Sales Organizations ◽  
Professional Selling ◽  
Antecedents And Consequences

Purpose Employee engagement literature pertaining to professional salespeople has revealed several antecedents and consequences that lead to greater performance and turnover reduction. However, engagement literature in the field of human resource development (HRD) does not account for Generation Z (Gen Z), the latest in the workforce who has been noted to be vastly different from previous generations. This study aims to explore how to engage Gen Z in the context of professional selling by identifying the antecedents and consequences of employee engagement based on individual characteristics and organizational needs of this group. Design/methodology/approach A systematic literature review was conducted. In total, 21 papers relevant to employee engagement, professional selling and Gen Z were critically analyzed. Findings Findings indicate that Gen Z’s organizational need for mentoring and their individual characteristic of wanting job control and ownership are vital antecedents that could increase employee engagement. In addition, competitive rewards are important consequences that could improve individual sales performance. Practical implications HRD practitioners and organizational leaders must understand the unique characteristics of Gen Z to effectively engage them in the workplace. For sales organizations, there is a critical need to offer mentoring opportunities and competitive rewards from the start of Gen Z salespeople’s employment. Originality/value This research expands current engagement literature by addressing an emerging, under-explored issue – how to engage the newest workforce, Gen Z, in the context of professional selling.

scholarly journals Teacher Fellow accreditation – a madrigal of voices! But is it the right tune? Tensions of standardisation, engagement and neoliberalism

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hazel Kershaw-Solomon ◽  
Nick Beech ◽  
Jeff Gold ◽  
Julia Claxton ◽  
Tricia Auty ◽  
...  
Keyword(s):  
Higher Education ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Peer Relationships ◽  
Academic Staff ◽  
Professional Status ◽  
Critical Approach ◽  
Content Type ◽  
Competency Frameworks ◽  
The Impact

Purpose The purpose of this paper is to explore the impact competency frameworks as standardisation can have on the employee engagement of academic staff within higher education (HE) through their employment as managerial tools. Design/methodology/approach A literature review is conducted from which the conditions for effective competency frameworks are evaluated and the influence of changes in the HE environment in the form of political agendas and tight resources are explored. Findings This paper provides insights into the dynamics of public service modernisation and the tensions between the dominant discourse of managerialism and the degree of agency afforded to professional academics. It highlights the relevance of informal peer relationships in setting the climate to generate collegial bonding and professional engagement that underpin successful teacher fellowship accreditations. It further highlights the key role managers play in this process and provides a conceptual framework highlighting the dynamics and combined effect of employee engagement and competency frameworks set within complex HE environment. Practical implications This paper brings together the prerequisites for effective implementation of competency frameworks to implement successful employee engagement strategies set within the complexities of the HE context, which has not been studied to date. Armed with such insights, Human Resource Development (HRD) departments and universities can implement competency assessments that generate greater staff engagement. Originality/value The paper provides a critical approach in reviewing the impact of Continued Professional Development and its link to professional status and thus helps British Universities and others to understand how the mechanisms at work affect engagement levels of academic staff. Armed with this depth of understanding of how the change initiative works, with whom and under what circumstances, universities will be better able to meet target UK Professional Standards Framework membership levels required by the higher education academy (HEA) and, subsequently, the HEA to meet their targets for the government.

Play hard, work hard

2014 ◽  
Vol 37 (8) ◽  
pp. 682-705 ◽  
Author(s):  
Erin R. Fluegge-Woolf
Keyword(s):  
Positive Affect ◽  
Task Performance ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Online Survey ◽  
Working Environment ◽  
Creative Performance ◽  
Content Type ◽  
Workplace Fun

Purpose – This paper aims to examine the relationship between workplace fun and three elements of job performance: task performance, organizational citizenship behaviors and creative performance. Positive affect and engagement are proposed as mediators of the relationships between fun at work and performance. Design/methodology/approach – A sample of 245 working individuals who worked in a variety of organizational roles was used. Respondents completed an online survey to assess elements of workplace fun, positive affect and engagement. Participants were also asked to have a supervisor at work complete an online survey to assess their work performance. Findings – Fun at work was positively and directly related to organizational citizenship behavior, and positively and indirectly to both task performance and creative performance. In addition, individuals having fun at work were also more likely to be more engaged in their work, and consequently exhibit greater creative performance. Originality/value – This paper provides evidence to suggest that a fun working environment results in greater employee engagement and productivity.

Antecedents and outcomes of perceived organizational support: a literature survey approach

2015 ◽  
Vol 34 (7) ◽  
pp. 867-880 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Employee Attitudes ◽  
Literature Survey ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) and Rhoades and Eisenberger (2002) literature surveys are the latest available studies on antecedents and outcomes of perceived organizational support (POS). Riggle et al. work considered studies on outcomes of organizational support (1986-2006), while Rhoades and Eisenberger worked on both antecedents and consequences (1986-2002). There are seven years since no work has been done on the outcomes and almost 12 years since no work has been done on the antecedents of POS. Considering the gap, the paper aims to investigate the antecedents and outcomes of POS. Design/methodology/approach – In total, 170 studies were included in meta-analysis containing at least one of the antecedent or outcomes. Riggle et al. included 167 studies, while Rhoades and Eisenberger study covered 70 studies in their literature survey studies for the period of 1986-2006. This study adds value to the work of Riggle et al., by looking at the studies conducted from January 2007 to September 2013; and Rhoades and Eisenberger by investigating the antecedents of POS from January 2003 to September 2013. Findings – Findings of the study revealed that POS is largely influenced by justice, growth opportunities, supervisor support, and coworker support. While having a profound look at the outcomes it is evident that POS significantly influence employee engagement, job satisfaction, and organizational commitment; while its impact on organizational citizenship behavior and turnover intentions is moderate. Practical implications – This research endeavor leaves a valuable message for management as POS is noticed to have profound effects on employee attitudes and behaviors at work. Originality/value – This study adds value by offering meta-analysis of the antecedents and outcomes of POS for latest available literature (i.e. 2003-2013 for antecedents and 2007-2013 for outcomes).

Antecedents and consequences of electronic supply chain management diffusion

2017 ◽  
Vol 28 (2) ◽  
pp. 699-718 ◽  
Author(s):  
Hsiu-Fen Lin
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Knowledge Sharing ◽  
Human Resource Development ◽  
Human Resource ◽  
Research Model ◽  
Chain Management ◽  
Content Type ◽  
Operational Capability ◽  
Antecedents And Consequences

Purpose Grounded in the resource-based view and social exchange theory, the purpose of this paper is to develop a research model that offers a comprehensive understanding of the antecedents and consequences of electronic supply chain management (e-SCM) diffusion. Design/methodology/approach Survey data from 142 managers (in charge of e-SCM projects in their companies) of large Taiwanese firms were collected and used to test the hypotheses using hierarchical moderated regression analysis. Findings The results indicate that information technology deployment capability, operational capability, human resource capability, and knowledge sharing are important antecedents of e-SCM diffusion. In turn, higher levels of e-SCM diffusion lead to greater competitive performance. This study also finds that knowledge sharing plays a moderating role by strengthening the relationship between organizational capabilities (e.g. operational capability and human resource capability) and e-SCM diffusion. Practical implications Managers should recognize that human resource development activities (recruiting, training, and managing valuable e-SCM personnel) are an important source of e-SCM diffusion. Similarly, managers must establish the connection between human resource capabilities and e-SCM diffusion (i.e. “soft-side” e-SCM) such as hiring and retaining skilled e-SCM personnel, training and development for e-SCM personnel, and measuring e-SCM personnel’s global mindset over time. Originality/value Theoretically, this study aims to provide a research model that is capable of understanding the antecedents and consequences of e-SCM diffusion. From the managerial perspective, the findings of this study provide valuable decision guides for practitioners to help them identify and develop firm internal capabilities and social mechanisms that foster e-SCM diffusion.

Bullying in Korean hotel restaurant kitchens: why is everybody always picking on me?

2020 ◽  
Vol 43 (1) ◽  
pp. 337-351
Author(s):  
Ki Ho Kim ◽  
Eugene Y. Roh ◽  
Young Joong Kim ◽  
Samuel A. Spralls
Keyword(s):  
Working Environment ◽  
Work Behavior ◽  
Self Report ◽  
Common Method ◽  
Future Research ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Mediation Analyses ◽  
Antecedents And Consequences

PurposeThe primary purpose of this article is to develop and test a model of the antecedents and consequences (Cho et al., 2016) of bullying in Korean hotel kitchens.Design/methodology/approachCross-sectional survey data were collected from 288 kitchen workers at 12 upscale Korean hotels. Proposed path models were tested using Hayes' (2013) PROCESS syntax in SPSS for mediation and moderated mediation analyses.FindingsThe empirical results indicated that an employee's acquiescent silence behavior increases the likelihood of being bullied. As a result, bullied employees are more likely to respond by engaging in a person-related counterproductive work behavior (CWB-P) or in defensive silence out of fear with temporary employees reacting less aggressively compared to regular employees.Research limitations/implicationsCross-sectional design and self-report data risk common method variance and attributions of causality. Future research should use longitudinal designs to avoid common method bias and make causal inferences. Theoretical and practical implications for kitchen productivity are presented. The study should offer valuable insights for prospective employers to develop on-going training and create a positive working environment within the organization.Originality/valueWhile bullying is a widespread and even an epidemic problem for the commercial kitchen environment, research into abusive behavior among chefs has been limited. By utilizing a specific segment of the hospitality industry, this research identified different behavioral aspects of bulling between temporary and regular employees in the commercial kitchen environment.

Increasing employee engagement and discretionary effort

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Employee Engagement ◽  
Leadership Practices ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Discretionary Effort ◽  
Pertinent Information ◽  
Overall Performance ◽  
Role Behaviors

Purpose Additional efforts from engaged employees can positively impact on overall performance of the company. Different leadership practices have scope to motivate employees to engage in extra-role behaviors. However, practitioners must remain aware that effects may vary markedly in different cultural settings. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Additional efforts from engaged employees can positively impact on overall performance of the company. Different leadership practices have scope to motivate employees to engage in extra-role behaviors. However, practitioners must remain aware that effects may vary markedly in different cultural settings. 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.

Online networking and employee engagement: what current leaders do?

2015 ◽  
Vol 30 (5) ◽  
pp. 582-596 ◽  
Author(s):  
Pawel Korzynski
Keyword(s):  
Social Networking ◽  
Employee Engagement ◽  
Small And Medium Enterprises ◽  
Well Being ◽  
Fortune 500 ◽  
Working Environment ◽  
Future Research ◽  
Online Social Networking ◽  
Content Type ◽  
The Usa

Purpose – The purpose of this paper is twofold: to examine the role of online networks in employee engagement and to analyze the factors influencing leaders’ involvement in online social networking. Design/methodology/approach – The study’s participants included team leaders, managers and directors working in Fortune 500 companies in the USA. Data were collected through structured surveys delivered through LinkedIn, professional online networking platform to randomly selected users with leadership roles. Totally, 194 matched questionnaires were returned. Findings – The results indicate that employee engagement is positively associated with the time leaders spend on internal online networking platforms, the code of online networking conduct, and the presence of an open-organizational culture. Furthermore, the study shows that organizations can influence leaders’ use of online social networking platforms through an open culture and training. Finally, the findings also indicate that leaders, who communicate with a higher percentages of employees through internal and external platforms, also spend more time on online social networking platforms than those who do not. Surprisingly, a hierarchical structure and the code of conduct are not an indicator of the number of hours that leaders spend on online networking platforms. Research limitations/implications – The study has three main limitations. First, it was conducted among leaders working in companies from the Fortune 500 list, because the majority of these companies have already implemented internal networking platforms, which are not yet popular in small and medium enterprises (SME). In the future, companies from the SME sector are also worth studying. Second, the study was undertaken among leaders from the USA, because most of the online networking platforms were developed there and then adopted in other countries. Online networking trends in other countries are also very interesting topics for study in future research projects. Third, the quality of the time leaders spend on online platforms should also be examined in future studies. Practical implications – The next generation of leaders should pay increasing attention to online social networking platforms so as to be more effective in fostering employees’ social and emotional well-being. Organizations that seek ways to facilitate involvement among their leaders in internal online networking, need to organize training and support leaders and employees in the use of online networking platforms. Social implications – The use of online social networking platforms change the way people communicate with others and how companies can use online social networking for the social well-being of their employees. Originality/value – This research provides a new look at employee engagement in the current working environment as well as organizational features fostering leaders’ involvement in online networking.

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