CGPL—Survival Through Engagement at a Time of Turbulence

2019 ◽  
pp. 097215091986294
Author(s):  
Shyam Sundar Choudhury ◽  
Devjani Chatterjee
Keyword(s):  
Organizational Development ◽  
Employee Engagement ◽  
Positive Impact ◽  
Financial Health ◽  
Leadership Communication ◽  
Career Plan ◽  
Diverse Workforce ◽  
Business Results ◽  
Global Power ◽  
Management And Development

This is a case of organizational development at Coastal Gujarat Power Ltd. (CGPL), Mundra in Gujarat, India. CGPL was formed as 100% subsidiary of Tata Power in April 2007. CGPL is India's first Ultra Mega Power Plant of 4000 MW capacity. CGPL has put India into global power map by utilizing the best technology & operating at benchmark levels of lowest cost of power generation. This paper focus on the management and development of employee engagement, which was at an all-time low. This level of engagement has been attributed to a diverse workforce, inadequate leadership communication, ambiguity is people policies, uncertainties on the financial health of the plant, remote location and lack of individual career plan at the time of project demobilization. This case addresses the use of an engagement model and was customized holistically through active participation of employees and all stakeholders to address the issues and enhancing engagement level of employees to 71%. This case reinforces various literature that employee engagement has positive impact on business results. The case provides possibilities and questions regarding what and how an organizational development initiative facilitates the change within the organization despite various challenges.

Yoga as an Innovative Solution for Financial Growth of Companies

2018 ◽  
Vol 11 (1) ◽  
Author(s):  
Ipseeta Satpathy ◽  
B. Chandra Mohan Patnaik ◽  
Chandrabhanu Das
Keyword(s):  
Inventory Management ◽  
Internal Control ◽  
Positive Impact ◽  
Cost Savings ◽  
Well Being ◽  
Primary Data ◽  
Financial Health ◽  
Antibiotic Drugs ◽  
Lifestyle Diseases ◽  
The Impact

The existence of Yoga dates back to more than ten thousand years around India and all nations. The Hindu Mythology considers the genesis of Yoga by incorporating Lord Shiva as Guru and Goddess Parvati as Shishya. Gradually with the development of civilization mankind assessed the benefits of this spiritual discipline and different leaders propagated the Yoga in different ways.In this era of 21st century Baba Ramdev propagated the yoga sutras with simple and effective techniques. The Pranayam and Suryanamaskar are the popular routines practiced by many followers of Baba Ramdev. Today Yoga is practiced as a way of Living to prevent Lifestyle diseases, combat stress and rejuvenate self. Yoga has gained immense popularity over the years with July 21st being celebrated as International Yoga Day. Corporate are also now introducing Yoga for employees as a means to relieve their stress and improve productivity. Long Hours of sitting, standing and excessive use of electronic gadgets puts pressure on bones, joints and responsible for Lifestyle diseases. Yoga is now increasingly used as a wellness solution replacing high cost antibiotic drugs. Employee well-being leads to Cost Savings in terms of personnel by reduced payment of Insurance and Medical Bills. The paper studies the Impact of Yoga to Financial benefits in MSME Organizations in Odisha in light of three different perspectives of Internal Control, Inventory management and Cash Flow. The primary data was collected from a sample of 155 high profile finance executives working in the MSME sector. Ranking Table and Regression Analysis Methodology was used to derive meaningful conclusions. The research takes initiative to transform the effectiveness of Yoga into improved financial health for the Organization. The observation from the study interprets a positive impact of Yoga on good financial health of Organization.

Employee engagement creates a brighter economic future at Jupiter Hotels

2014 ◽  
Vol 13 (2) ◽  
pp. 81-85 ◽  
Author(s):  
Gary Cattermole ◽  
Jaime Johnson ◽  
Diane Jackson
Keyword(s):  
Employee Engagement ◽  
Best Practice ◽  
Major Change ◽  
Business Success ◽  
Content Type ◽  
Business Results ◽  
Time Period ◽  
Hr Managers ◽  
Economic Future

Purpose – This paper seeks to address the role and impact of employee engagement within an organization that has undergone major change. It looks at the issues of how to monitor and increase levels of staff engagement over time to deliver business results. Design/methodology/approach – It draws on six-monthly employee engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement. Findings – This paper follows a company through economic uncertainty to major organizational change and examines how the role of engagement and monitoring can drive business success. Research limitations/implications – The case study only looks at the issues over an 18 month time period. Originality/value – This paper illustrates how an HR department can build employee engagement to drive the business forward. The case study offers best practice material for HR managers.

scholarly journals Impact of Talent Management on Employees’ Work Outcomes

sjesr ◽  
2021 ◽  
Vol 4 (1) ◽  
pp. 405-415
Author(s):  
Muhammad Shafique ◽  
Dr. Muhammad Zia-ur-Rehman
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Banking Sector ◽  
Positive Impact ◽  
Employee Performance ◽  
Talent Management ◽  
Mediation Effect ◽  
Work Outcomes ◽  
Time Data ◽  
Cross Sectional

The study focuses on empirically examining the relationship of talent management (TM) on employee performance and quit intention.  Further, by taking into account business strategy, the research also culls out the sequential mediation effect of talent management and employee engagement on employee work-related outcomes in the banking sector of Pakistan. Data were analyzed by employing Smart PLS (v.3.2.7) to empirically examine the conceptual model on 1095 talented employees, which were part and parcel of the Banking Sector of Pakistan. The core findings of the research paper are that the talent management practices have a positive impact upon the working of employees as well as quit intentions. Additionally, the study deduced that engagement at employees’ level might contribute partially as a mediation role in between employee work outcomes and talent management. The study employed cross-sectional one-time data collection, therefore its generalizability is suggested as limited with its scope. Human Resource personnel and OB practitioners can create a positive workplace culture in the organization by implementing talent management practices. The study makes value addition in the existing literature of talent management and explore new variable, which is affected by talent management.

Effects of health-promoting leadership, employee health on employee engagement: employability as moderating variable

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Liping Liu ◽  
Chunyu Zhang ◽  
Chih-Cheng Fang
Keyword(s):  
Employee Engagement ◽  
Driving Forces ◽  
Positive Impact ◽  
Employee Health ◽  
Measurement Instruments ◽  
Cross Sectional Survey ◽  
Core Element ◽  
Cross Sectional ◽  
Content Type ◽  
Health Promoting

PurposeEmployee health is a major challenge for enterprises. Fostering a healthy work environment and promoting employee engagement are key to addressing this challenge. Health-promoting leadership and employee health are the driving forces of corporate development; at the same time, employability is the core element of employee relations. Based on self-determination theory, this study aims to explore the effects of health-promoting leadership and employee health on employee engagement in light of employee employability.Design/methodology/approachThe data of this study encompass 723 valid questionnaires from employees of MSME in China. This study focuses on health-promoting leadership and employee health, engagement relationship and the above relationship moderating by employability.FindingsHealth-promoting leadership plays a key role in the workplace, results show that health-promoting leadership has a positive impact on employee health and employee engagement, while employee health did not have a positive effect on employee engagement. Employability negatively moderated the relationship between employee health and employee engagement.Research limitations/implicationsThis study is based on cross-sectional survey data collected at the COVID-19 pandemic. The pandemic rapidly and continuously changed the organizational responses to employee health. Future studies could utilize longitudinal methods or focus on measurement instruments of the culture of health, to create additional insights about health promoting.Originality/valueThis study adds important knowledge regarding health-promoting leadership and employee health in Chinese MSMEs, an area for which limited research exists. The findings provide insights and knowledge about health-promoting leadership how to affect employee health and to improve engagement outcomes. The findings also identify the moderating role of employability.

Cultural Issues in Employee Engagement

2019 ◽  
pp. 47-56
Author(s):  
Radha Yadav ◽  
Riya Gangwar ◽  
Sunaina Arora ◽  
Frederic Andres
Keyword(s):  
Employee Engagement ◽  
Organization Performance ◽  
Cultural Issues ◽  
Positive Relation ◽  
Diverse Workforce

The purpose of this chapter is to analyze the cultural issues in employee engagement. This chapter covers the importance of employee engagement and diverse workforce. The author focuses on the role of culture in employee engagement, and it shows a positive relation between the organization performance and employee engagement. In this chapter, the author also depicts cultural issues in the organization. In the end, the author emphasizes the techniques to improve the cultural issues to enhance employee engagement.

Unlocking Drivers for Employee Engagement Through Human Resource Analytics

2022 ◽  
pp. 471-490
Author(s):  
Kanupriya Misra Bakhru ◽  
Alka Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Predictive Analytics ◽  
Employee Behavior ◽  
Future Perspectives ◽  
Diverse Workforce ◽  
Low Level ◽  
The Future

The authors have discussed in detail the meaning of employee engagement and its relevance for the organizations in the present scenario. The authors also highlighted the various factors that predict the employee engagement of the employees in the varied organizations. The authors have emphasized on the role that HR analytics can play to identify the reasons for low level of engagement among employees and suggesting ways to improve the same using predictive analytics. The authors have also advocated the benefits that organizations can reap by making use of HR analytics in measuring the engagement levels of the employees and improving the engagement levels of diverse workforce in the existing organizations. The authors have also proposed the future perspectives of the proposed study that help the organizations and officials from the top management to tap the benefits of analytics in the function of human resource management and to address the upcoming issues related to employee behavior.

Engaging Employees With Positivity

2022 ◽  
pp. 1731-1743
Author(s):  
Shravana Bardhan
Keyword(s):  
Organizational Development ◽  
Employee Engagement ◽  
Appreciative Inquiry ◽  
Organizational Transformation ◽  
Shared Vision ◽  
Main Thrust ◽  
What Works ◽  
Open Dialogue ◽  
The Impact

This chapter attempts to find the role of appreciative inquiry in employee engagement and organizational transformation. An attempt has been made to explain the impact of appreciative inquiry on employee engagement, which eventually helps in organizational transformation with minimal hindrances. Employee engagement has turned into an undeniably conspicuous issue in the region of organizational development (OD) likely because of the developing collection of research encompassing the positive connection between employee engagement and organizational development, which also comprises profit margin. Appreciative inquiry is a vision-based approach of open dialogue that is designed to help organizations and their partners create a shared vision for the future and a mission to operate in the present. The main thrust area of appreciative inquiry is to find out what works best for the organization. Instead of focusing on negativity, appreciative inquiry focuses on the positive aspect of the organization.

A culture of employee engagement: a strategic perspective for global managers

2015 ◽  
Vol 36 (3) ◽  
pp. 46-56 ◽  
Author(s):  
Sonia Taneja ◽  
Scott S. Sewell ◽  
Randall Y. Odom
Keyword(s):  
Employee Engagement ◽  
International Markets ◽  
Global Strategy ◽  
Organizational Sustainability ◽  
Organizational Leaders ◽  
Employee Communication ◽  
Content Type ◽  
Business Results ◽  
Strategic Perspective

Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets. Practical implications – Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development. Originality/value – In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

scholarly journals EFFECT OF HUMAN CAPITAL MANAGEMENT ON EMPLOYEE PERFORMANCE AT CO-OPERATIVE BANK OF KENYA

2019 ◽  
Vol 4 (2) ◽  
pp. 21
Author(s):  
Miriam Wanjiru Nderitu ◽  
Dr. Thomas Waweru Gakobo ◽  
Prof. Isaac Ochieng
Keyword(s):  
Human Capital ◽  
Performance Appraisal ◽  
Employee Engagement ◽  
Positive Impact ◽  
Employee Performance ◽  
Statistical Significance ◽  
Primary Data ◽  
Employee Perception ◽  
Capital Management ◽  
Human Capital Management

Purpose: The general objective of the study was to examine the effect of human capital management on employee performance at Co-operative Bank of Kenya.  The study was guided by three specific objectives namely; to analyze the effect of employee skills, employee perception and employee engagement on employee performance at Co-operative Bank of Kenya.  The study was anchored on theories of human capital and resource based view.Methodology: The study adopted a descriptive research design. This enabled the use of multiple methods for data collection and data analysis and purposive stratified random sampling technique was used with a target population of 198 employees and a sample size of 132. Primary data was collected using a self-administered questionnaire and analyzed quantitatively using descriptive and inferential statistics and presented using frequencies, percentages, tables and charts.Results: The study found out that human capital management has a strong influence on employee performance. The study therefore rejected the three null hypotheses and adopted the alternate hypothesis to indicate that there is statistical significance effect between the independent variables and the dependent variable. The findings revealed that employee skills have a statistical significant effect on employee performance. This was evident because the study found out that the bank develops its employees to take up more responsibilities and to improve on their performance.  The study also found out that the bank identifies the training needs of employees using a formal performance appraisal mechanism. The study also found out that employee perception also influence employee performance positively.  The study indicated that employees perceive that human capital management has a positive impact on skill development. The employees also perceive that they are recognized by the organization which has increased their self confidence ad as a result increased their performance. Employee engagement has also been proven to have a positive significant on employee performance. The employees feels that been engaged has increased their commitment. Engaging employees has helped the organization to achieve its objectives and goals. Contribution to theory, practice and policy: The study recommends that the organization should involve all the employees fully in decision making on decisions concerning development and conduct development on a yearly basis based on performance appraisal.

scholarly journals Perceived Roles of Ethics and Social Responsibility, Internal Corporate Social Responsibility and Employee Engagement of Academicians

2018 ◽  
pp. 706-717
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Engagement ◽  
Positive Impact ◽  
Future Generation ◽  
Equation Modeling ◽  
Business Context ◽  
Corporate Social ◽  
The Impact

The echo of Corporate Social Responsibility (CSR) is often heard in the contemporary business management since the last four decades. CSR continuously getting attention due to the ever changing business landscape. As CSR marks its notion of importance in the business context, its roles, and values among academicians who are entrusted to educate the future generation remains ambiguous. Current research aims to look into the impact of perceived roles of ethics and social responsibility (PRESOR) and Internal CSR on the Employee Engagement among academicians in the education setting. Judgemental sampling method is used to locate the targeted respondents and data collected is analysed using Partial Least Squares Equation Modeling. The results reveal that PRESOR has a positive impact on Internal CSR. Internal CSR has no significant impact on Employee Engagement among academicians and its’ indirect effect between PRESOR and Employee Engagement is also found to be insignificant. The findings contribute by providing some insights on the role of ethics and social responsibility among academicians in the education sector. Education institutions may wish to look into other means to increase academicians’ employee engagement instead of ethics and social responsibility.

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