Do remote employees prefer different types of appreciation than employees in face-to-face settings?

2018 ◽  
Vol 17 (3) ◽  
pp. 137-142 ◽  
Author(s):  
Paul White
Keyword(s):  
Employee Engagement ◽  
Work Relationships ◽  
Long Distance ◽  
Content Type ◽  
Face To Face ◽  
Staff Members ◽  
Work Settings ◽  
Remote Employees ◽  
Remote Workers ◽  
Distance Work

Purpose The proportion of remote workers in America continues to increase every year. Research has demonstrated that feeling appreciated in the workplace increases employee engagement, reduces turnover and increases profitability. The current study aims to determine if remote workers differ in the manner they prefer to be shown appreciation. Design/methodology/approach From 2014 to 2018, workers completed the Motivating By Appreciation Inventory (White, 2011a), opting for either the general version designed for face-to-face work settings (N = 86,393) or the version designed for long-distance work relationships (N = 2,640). Findings Employees in a long-distance work relationship chose quality time (“hanging out” with coworkers, working together on a project, someone taking time to listen to them) as their preferred means to be shown appreciation more frequently (35 per cent) than workers on site (25 per cent). Words of affirmation (oral or written praise) remain high for both groups, but the long-distance group did not value it as much (long-distance: 38 per cent, general: 48 per cent). Practical implications The results suggest that supervisors and staff members working in long-distance work relationships must be more proactive than in face-to-face relationships to incorporate meaningful interactions that speak to long-distance colleagues. Originality/value This is the first study to assess the differences in preferred ways to be shown appreciation in the workplace with respect to long-distance vs face-to-face work environments.

Engaging employees in China

2015 ◽  
Vol 20 (4) ◽  
pp. 448-467 ◽  
Author(s):  
Linjuan Rita Men ◽  
Chun-ju Flora Hung-Baesecke
Keyword(s):  
Employee Engagement ◽  
Communication Channels ◽  
First Century ◽  
Content Type ◽  
Face To Face ◽  
Corporate Transparency ◽  
Positive Effects ◽  
Study Results ◽  
The Impact ◽  
Organizational Transparency

Purpose – Academics and professionals across management and communication fields have increasingly recognized significant contributions of engaged employees to organizations. The purpose of this paper is to investigate the effect of communication channels, and communication attributes of transparency and authenticity on employee engagement in China. Design/methodology/approach – A web survey was conducted with 407 employees randomly selected from a variety of medium-sized and large corporations in China. 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. Theoretical and practical implications are discussed. Originality/value – This study was among the first empirical attempts to examine the impact of corporate communication channels on employee engagement in China. It also contributes to the growing literature on corporate transparency and authenticity, two of the major communication trends identified in the twenty-first century.

scholarly journals Corporate social responsibility influences employee engagement

2018 ◽  
Vol 14 (1) ◽  
pp. 123-137 ◽  
Author(s):  
Georgios Tsourvakas ◽  
Ioanna Yfantidou
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Engagement ◽  
Quantitative Methodology ◽  
Positive Role ◽  
Content Type ◽  
Staff Members ◽  
Csr Strategies ◽  
Financial Difficulties ◽  
Corporate Social

Purpose The purpose of this study is to explore the influence of corporate social responsibility (CSR) on employee engagement, motivation and job satisfaction on the staff members of two multinational companies in Greece (Procter & Gamble [P&G] and Unilever). Design/methodology/approach A quantitative methodology in the form of statistical analysis of the results was derived from the responses on an employee engagement questionnaire. Findings Findings show that employees are proud to identify themselves with companies that have a caring image. CSR is also positively linked to employee engagement for both companies. Research limitations/implications The small size of the sample is a limitation because it leaves no room for generalising the findings. Secondly, although some of the hypotheses were backed by the data, he findings are not strong enough, as the reported correlations are too small. Practical implications Practitioners and marketing professionals can benefit from this research by absorbing the fact that employees feel engaged, satisfied and motivated when they play a positive role in the society through their work. As a result, it would be constructive for professionals to plan CSR strategies and involve employees both in planning and execution of those strategies. Originality/value Unlike other studies, the authors tried to examine the link between CSR and employee behaviour amid Greece’s financial difficulties.

Staff awareness training: improving knowledge and confidence of autism spectrum disorders and intellectual disabilities in a locked rehabilitation unit

2018 ◽  
Vol 4 (3) ◽  
pp. 95-108 ◽  
Author(s):  
Victoria Anne Hatton
Keyword(s):  
Autism Spectrum Disorders ◽  
Intellectual Disabilities ◽  
Developmental Disorders ◽  
Autism Spectrum ◽  
Adult Males ◽  
Rehabilitation Unit ◽  
Content Type ◽  
Face To Face ◽  
Staff Members ◽  
Spectrum Disorders

Purpose The purpose of this paper is to present a training package which was delivered to improve staff members’ knowledge and confidence of autism spectrum disorders (ASD) and intellectual disabilities (ID). Design/methodology/approach The training was facilitated in a locked rehabilitation unit for adult males, many of whom had diagnoses of ASD and/or ID. With all staff receiving an invite, 25 attended which was the majority of the staff team. This included staff from housekeeping, nursing and catering. Findings To evaluate the effectiveness of the training, a survey and short assessment was administered before and after training. This revealed an improvement in both perceived knowledge and confidence of ASD and ID, as well as actual knowledge. Follow-up interviews also revealed some evidence of sustained learning and practice changes. Research limitations/implications Based on these findings, it is recommended that further face-to-face training is delivered at this locked rehabilitation unit to further improve professional practice. Originality/value This paper provides value to other inpatient settings as it highlights to practitioners how face-to-face training can significantly improve staff members knowledge and confidence of developmental disorders.

Do Millennials prefer to be shown appreciation differently?

2018 ◽  
Vol 26 (5) ◽  
pp. 22-26
Author(s):  
Paul White
Keyword(s):  
Employee Engagement ◽  
Age Differences ◽  
Design Methodology ◽  
Age Groups ◽  
Group Differences ◽  
Content Type ◽  
Staff Members ◽  
Gender And Work ◽  
The Impact ◽  
Practical Implications

Purpose Research demonstrates that feeling appreciated in the workplace increases employee engagement, reduces turnover, and increases profitability. Despite the fact that people differ in how they feel most appreciated, no work to date has explored the impact of age differences on appreciation preferences. The purpose of this paper is to determine if Millennial workers vs their older colleagues differ in the manner they prefer to be shown appreciation. Design/methodology/approach From 2014 to 2018, 62,156 workers completed the Motivating by Appreciation Inventory (White, 2011) and provided age, gender, and work industry information. Each person’s primary and the least valued languages of appreciation in the workplace were identified. Four age groups were created of approximately equal numbers: ≤29-, 30-39-, 40-49-, and 50+ years old. Findings Words of Affirmation was the most prominent primary language of appreciation across all four age groups and most pronounced in the oldest group (50+). The ≤29-year-old group valued Quality Time more and Acts of Service less than the other three age groups. There were no age group differences in the least valued language of appreciation. Practical implications The results suggest that supervisors and staff members must be mindful to include opportunities for quality time interactions with Millennial workers, as well as provide words of affirmation, to show appreciation for their work. Originality/value This is the first study to assess age differences in preferred ways to be shown appreciation in the workplace.

Exploring remote and onsite employees’ preferred appreciation languages prior to COVID-19 and during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul White
Keyword(s):  
Employee Engagement ◽  
Age Groups ◽  
Work Setting ◽  
Organizational Leaders ◽  
Content Type ◽  
Team Members ◽  
Remote Employees ◽  
Internal Characteristic ◽  
Age Range ◽  
The Impact

Purpose Communicating appreciation to employees has been shown to be an important factor in contributing to employee engagement and making workplaces more effective. Research has shown that employees differ in how they desire to be shown appreciation. The purpose of this paper is to examine how working remotely (vs onsite), the experience of the COVID-19 pandemic and employees’ age group impacted the ways employees want to be shown appreciation at work. Design/methodology/approach Using the five Languages of Appreciation as a framework (Chapman and White, 2019), over 200,000 individuals’ results from the Motivating By Appreciation Inventory were compared across various groups. The dependent variable: (Primary Language of Appreciation) was examined in light of three independent variables: work setting (onsite vs remote), timeframe (pre-COVID-19 vs during COVID-19) and age range of the employee. Findings Preferences for how to be shown appreciation were quite stable across work setting, timeframe and age range, suggesting that one’s preferred ways of being shown appreciation is largely an internal characteristic that is only mildly influenced by external factors. Minor trends were found when comparing various age groups and remote vs onsite employees. Originality/value Understanding the impact of the COVID-19 pandemic on employees’ desires for appreciation is critical for organizational leaders. With vast numbers of new remote employees in the workforce, understanding how they are similar to and vary from onsite employees is paramount for addressing the needs of all team members. This study provides valuable information on both topics, as well as differences across age groups.

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.

A qualitative investigation on combined effects of distant leadership, organisational agility and digital collaboration on perceived employee engagement

2020 ◽  
Vol 41 (4) ◽  
pp. 535-550
Author(s):  
Ronald Busse ◽  
Georg Weidner
Keyword(s):  
Employee Engagement ◽  
Performance Indicators ◽  
Theory Development ◽  
Qualitative Investigation ◽  
Content Type ◽  
Face To Face ◽  
Business Operations ◽  
Digital Collaboration ◽  
Organisational Agility ◽  
Depth Interviews

PurposeEnvironments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.Design/methodology/approachAt the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.FindingsOur findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.Originality/valueAlthough our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement.

scholarly journals Sounding out d/Deafness: the experiences of d/Deaf prisoners

2018 ◽  
Vol 8 (1) ◽  
pp. 20-32 ◽  
Author(s):  
Laura Margaret Kelly
Keyword(s):  
Small Scale ◽  
Structured Interviews ◽  
England And Wales ◽  
Content Type ◽  
Face To Face ◽  
Staff Members ◽  
Deaf Person ◽  
Prison Studies ◽  
Insight Into ◽  
The Way

Purpose The purpose of this paper is to provide an insight into the lived realities of d/Deaf prisoners in England and Wales, and to explore previous claims that they suffer disproportionately during their time in custody. Design/methodology/approach For the purposes of this study, a qualitative approach was taken. As part of this, 28 semi-structured interviews were carried out at seven adult male prisons in England with a sample of male hard of hearing/d/Deaf prisoners, and staff members who had worked with them. The interviews were recorded using a Dictaphone, and then transcribed as close to verbatim as possible. From this, the transcriptions were analysed using thematic analysis. In addition to interviews, observations were made at each establishment, and later recorded in a fieldwork journal. Findings Findings from the study showed that the way a d/Deaf person experiences prison depends strongly on the way in which they identify with their d/Deafness. However, it was also shown that there is little room for either deafness or Deafness in prison, with severely deaf and culturally and linguistically Deaf prisoners commonly experiencing the pains of imprisonment more severely than their hearing peers as a result of the Prison Service’s inability to accommodate such difference. Originality/value This study fused together the fields of Deaf Studies and Prison Studies in a way that had not been done before, considering d/Deafness in prison on both an audiological and cultural level. Moreover, excluding small-scale unpublished undergraduate dissertations, it was the first empirical study about d/Deaf prisoners in England and Wales to carry out face-to-face interviews with these prisoners. Finally, as the most in-depth research is yet to be carried out about these particular prisoners in England and Wales, a greater level of insight was provided than previously available.

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.

Faith-Based Health Education Project

2003 ◽  
Vol 1 (2) ◽  
pp. 208-222 ◽  
Author(s):  
Georgia N. L. Johnston
Keyword(s):  
Faith Communities ◽  
Face To Face ◽  
Staff Members ◽  
Community Ownership ◽  
Faith Based ◽  
Program Success ◽  
Project Sustainability ◽  
Critical Components ◽  
Pastoral Support ◽  
Volunteer Commitment

Working with faith communities in health promotion is widely acclaimed and yet not readily practiced. This article describes a study conducted among four faith communities to determine the process required for sustainable faith-based programs. Face-to-face interviews were conducted among 12 community volunteers who participated to identify their perceptions of the project. Two staff members were also interviewed to identify the process from their perspectives. Project-related documents were also analyzed to provide details and triangulate the data from the interviews. The study followed the project for 2 ½ years. Several factors were identified as significant influences on participation and project sustainability. These included value, active pastoral support, program success, and volunteer commitment. The results of this study indicate that pastoral support and faith community ownership are critical components that should be included in faith-based community building efforts.

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