The role of  employee engagement as a mediating effect in influencing corporate culture and human capital of  defense industry

Leadership Style has been since long acknowledged by management scholars as being an important subject in relation to organizational executions and outcome. An effective leadership would not only be able to prevent job stress and burnout among group members, but would also be successful in enhancing the motivation and engagement of the employees. It has been widely accepted that operational excellence in an organization can only be maintained through engaged employees. In this study the researchers have strived to enhance the understanding of the complex relationship between the organic leadership style and the engagement level of the employees and to further comprehend the mediating role of social relevance of work in association of the two constructs i.e. leadership style and employee engagement, in context of faculty members in higher education sector.

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Could CSR improve the financial performance of developing countries’ firms? Analyses of mediating effect of intangible resources

European Business Review ◽

10.1108/ebr-09-2019-0236 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Mohamed Hamdoun ◽

Mohamed Akli Achabou ◽

Sihem Dekhili

Keyword(s):

Developing Countries ◽

Human Capital ◽

Financial Performance ◽

Competitive Advantage ◽

Mediating Effect ◽

Social Dimension ◽

Content Type ◽

Intangible Resources ◽

The Impact

Purpose This paper aims to examine the link between corporate social responsibility (CSR) and financial performance in the context of developing countries. More specifically, the mediating role of a firm’s competitive advantage and intangible resources, namely, human capital and reputation are studied. Design/methodology/approach The study considered a sample of 100 Tunisian firms. The analysis makes use of the structural equation modelling method to explore the relationship between CSR and financial performance, by including mediator variables. Findings The results confirm that CSR has no significant direct effect on financial performance. In particular, they indicate that the social dimension of CSR has a negative impact on performance. However, CSR does have a positive impact on competitive advantage via the two intangible resources considered, human capital and company reputation. Research limitations/implications The research fills a gap that occurred in the previous literature. In effect, previous studies focussed only on the direct link between CSR and financial performance. In addition, it enriches the limited literature on CSR strategies in the context of developing countries. However, further studies should explore the opposite relationship, i.e. the impact of financial performance on CSR strategy. In addition, the authors believe that amongst other potential research avenues, it would be interesting to study the moderating role of the activity sector. Practical implications From a practical point of view, this study suggests new applications with respect to the link between CSR and financial performance. To enhance their company’s financial performance, managers need to ensure that intangible resources are managed efficiently. Originality/value The paper contributes to the literature by examining how a firm’s intangible resources mediate between CSR and competitive advantage and how competitive advantage mediates between intangible resources and financial performance. Second originality is related to the study of the link between CSR and the financial performance of business organisations in the context of a developing country.

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«EMPLOYEE ENGAGEMENT CRISIS» OR ERRORS IN MANAGING ENGAGEMENT?

Management of the personnel and intellectual resources in Russia ◽

10.12737/article_5a045c2e0414d5.71122253 ◽

2017 ◽

Vol 6 (5) ◽

pp. 34-39

Author(s):

Валерия Коновалова ◽

Valyeriya Konovalova

Keyword(s):

Employee Engagement ◽

Corporate Culture ◽

Professional Burnout ◽

Organizational Changes ◽

Short Term ◽

Public And Private ◽

The Public ◽

Management Responsibility ◽

Common Understanding

The article deals with the accumulated experience and problems of managing employee engagement in the public and private sectors. The data of international and national studies are presented, indicating that despite the eff orts made to manage employee engagement and signifi cant costs for the respective programs, its level either remains unchanged or decreases. The main reasons for the decrease in the level of employee engagement are identifi ed, including the professional burnout. On the basis of the analysis of the state of employee engagement management, the following problems are highlighted: 1) there is still no common understanding of the nature of engagement; 2) managers do not see a link between engagement and productivity growth, assess mainly short-term results, are not ready for the role of “an engaging leader; 3) companies do not represent the level of engagement that has developed to date, surveys are conducted irregularly, their results are not used to develop engagement; 4) engagement is often viewed as “as an HR project”, and not as a zone of overall management responsibility. Data are presented confi rming the convincing correlation between the power of corporate culture and the engagement, as well as the features of culture that contribute to increasing the level of engagement. The peculiarities of managing the employee engagement in the conditions of organizational changes are outlined.

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DRIVERS OF EMPLOYEE ENGAGEMENT AND ROLE OF TRANSACTIONAL LEADERSHIP-CASE OF PAKISTANI BANKING SECTOR

Humanities & Social Sciences Reviews ◽

10.18510/hssr.2019.7643 ◽

2019 ◽

Vol 7 (6) ◽

pp. 233-241

Author(s):

Ghazi Ben Saad ◽

Muzaffar Abbas

Keyword(s):

Employee Engagement ◽

Transactional Leadership ◽

Corporate Culture ◽

Banking Sector ◽

Rank Order ◽

Active Management ◽

Contingent Reward ◽

Work Settings ◽

Passive Management

The purpose of the article: This research explored and contributes to the leadership literature by investigating the influence of transactional leadership over employee engagement at certain banks located in KPK and Punjab province of Pakistan. It observes the influence of main aspects i-e contingent reward, active management by exception (MBE active) on worker’s regular job commitmentMaterials and methods: This distinctive combination of leadership behaviors are compared with attention given specifically to everyday work settings. Twenty banks are selected involving 180 employees. Questionnaires and interviews are conducted to collect data.Results of the research: The relationships among variables are examined through the Spearman Rank-order correlation coefficient. The moderating effects associated with corporate culture are observed by employing multiple regression analyses. A positive and significant relationship is revealed between transactional management and chosen variables except “passive management by exemption”. It is safely predicted that employee job satisfaction can be greatly elevated through transactional leadership. It is established that “contingent reward” and “active management by exemption” improve worker's engagement in contrast to passive management by exemption. Applications: This research can be used for universities, teachers, and students. Novelty/Originality: In this research, the model of Drivers of Employee Engagement and Role of Transactional Leadership-Case of Pakistani Banking Sector is presented in a comprehensive and complete manner.

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Employee engagement, creativity and task performance: role of perceived workplace autonomy

South Asian Journal of Business Studies ◽

10.1108/sajbs-11-2019-0196 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Subash Chandra Pattnaik ◽

Rashmita Sahoo

Keyword(s):

Task Performance ◽

Employee Engagement ◽

Mediating Effect ◽

Bottom Line ◽

Content Type ◽

Development Organization ◽

The Relationship ◽

Moderating Role ◽

And Task

PurposeThe purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.Design/methodology/approachThe study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.FindingsFindings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.Practical implicationsManagers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.Originality/valueThe study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.

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The Role of the Program of Development of Corporate Culture in Moderating the Values of The Company against the Employee Engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra

International Journal of Research and Review ◽

10.52403/ijrr.20210213 ◽

2021 ◽

Vol 8 (2) ◽

pp. 74-82

Author(s):

Syifa Sakinah ◽

Nazarudin . ◽

Isfenti Sadalia

Keyword(s):

Employee Engagement ◽

Corporate Culture ◽

Code Of Conduct ◽

Secondary Data ◽

Primary Data ◽

Corporate Values ◽

Senior Leader ◽

The Status ◽

North Sumatra

This research included in the study puantitatif. While the research design used in this research is the analysis of correlation, namely the type of research conducted with the aim of detecting the extent to which variations in one factor are associated (correlated) with one or more other factors based on the correlation coefficient. The purpose of the research, namely to explain the influence and hypothesis testing by analyzing the various data in the field. In the context of this study is to obtain the facts of the phenomena that exist and find information in a factual description of the factors increase employee engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra. The population in this research is all employees PLN (Persero) Parent Unit is the Region of North Sumatra. This time recorded as many as 181 employees with the status of a permanent employee. The technique of determining the number of samples used Method Slovin so that the number of samples in this study amounted to 65 respondents. Data Collection method used in this research are primary data and secondary data. The results showed that the Values of the Company as a significant influence on the formation of Employee Engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra. PT PLN (Persero) also has a program to foster employee engagement, namely: Employee Gathering, the Visit of a Senior Leader, LIQUID and Code of Conduct. On the basis of this, the researchers enter the Program of Development of Corporate Culture as a moderating variable, with the assumption that the program is able to drive employee engagement through the value of the company. The results showed that the Program of Development of the Culture of the Company contained in PT PLN (Persero) to be able to participate moderating variable value of the Company in influencing employee engagement. This means that the understanding of the employees against the Values of the Company will be more effective with the Program of Development of Corporate Culture in PT PLN (Persero) Parent Unit is the Region of North Sumatra. Keywords: Corporate Culture, Corporate Values, Employee Engagement.

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Strategic Innovation and Competitive Advantage of Manufacturing SMEs: The Mediating Role of Human Capital

Quality Innovation Prosperity ◽

10.12776/qip.v24i3.1493 ◽

2020 ◽

Vol 24 (3) ◽

pp. 70

Author(s):

Nagwan Abdulwahab AlQershi ◽

Mohd Lizam Bin Mohd Diah ◽

Aryani Binti Ahmed Latiffi ◽

Wan Nurul Karimah Wan Ahmad

Keyword(s):

Human Capital ◽

Middle East ◽

Competitive Advantage ◽

Sem Analysis ◽

Mediating Effect ◽

Manufacturing Companies ◽

Mediating Role ◽

Strategic Innovation ◽

Using Data

Purpose: The purpose of this paper is to examine the mediating effect of human capital on the relation between the strategic innovation and competitive advantage of SMEs in Yemen.Methodology/Approach: The PLS-SEM analysis is performed to test the hypotheses by using data collected from 238 SMEs in Yemen. The results support the hypotheses.Findings: The results of the PLS-SEM analysis are as follows: strategic innovation had a significant effects on SMEs’ competitive advantage; also human capital had a significant effects on SMEs’ competitive advantage; human capital mediated the effect of strategic innovation on competitive advantage; and strategic innovation had a positive and significant effect on human capital.Research Limitation/Implication: The population of the study was limited to manufacturing SMEs, so the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing companies.Originality/Value of paper: The paper is one of the first to highlight human capital as a mediator between strategic innovation and competitive advantage of manufacturing SMEs in Yemen and the Middle East, describing a single study applied in the context of a developing country.

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Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies

Industrial and Organizational Psychology ◽

10.1017/iop.2017.2 ◽

2017 ◽

Vol 10 (1) ◽

pp. 127-140 ◽

Cited By ~ 8

Author(s):

Molly L. Delaney ◽

Mark A. Royal

Keyword(s):

Human Capital ◽

Intrinsic Motivation ◽

Employee Engagement ◽

Extrinsic Motivation ◽

Employee Motivation ◽

Core Element ◽

High Performing ◽

Engagement Strategies ◽

Intrinsic And Extrinsic Motivation

Employee engagement has long been an instrumental component of human capital strategies and continues to dominate the conversation about how high-performing organizations attract and retain their best talent. Engagement is a construct of component parts, however, and we believe there is still much to be learned about engagement by taking an in-depth look at those components. This article examines employee motivation as a core element of engagement, including its antecedents and outcomes, the types of motivation and the dynamics between them, and the ways organizations can foster and harness motivation for improved engagement. Our research identifies a large and consistent motivation gap, such that employee intrinsic motivation is consistently higher than extrinsic motivation. This gap signals that investments in engagement can yield a higher return if strategically focused on motivation, and so we offer recommendations regarding how to close this gap via intrinsically and extrinsically motivating work structures and environments. The goal is to create a new dialogue around engagement and encourage organizations to break it down in order to understand it more fully.

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THE ROLE OF LEADERSHIP, CORPORATE CULTURE REINFORCEMENT, AND HUMAN CAPITAL DIVISION IN PREVENTING FRAUD STUDY ON ISLAMIC BANKS

Asia Pacific Fraud Journal ◽

10.21532/apfjournal.v5i2.161 ◽

2020 ◽

Vol 5 (2) ◽

pp. 233

Author(s):

Ade Yuliar ◽

Dita Andraeny

Keyword(s):

Human Capital ◽

Organizational Culture ◽

Corporate Culture ◽

Rapid Growth ◽

Role Model ◽

Qualitative Approach ◽

Islamic Banking ◽

Islamic Banks ◽

Leadership Policy

The rapid growth of Islamic Banking in Indonesia raises the risk of fraud as happened in Islamic Bank X in the last few years, in which the trend continues to increase. This study aims to unravel the root of fraud problem in Islamic Banking and strive to provide appropriate solutions in the prevention of fraud through qualitative approach. This study provides a formulation of role model and leadership policy through the reinforcement of organizational culture and the role of Human Capital Division as a step in the prevention of fraud.

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Intention to Quit of Proactive Health Workers: The Intervening Role of Employee Engagement and the Moderated Mediating Effect of Job Autonomy

International Journal of Business, Management & Economics Research ◽

10.47747/ijbme.v3i1.473 ◽

2022 ◽

Vol 3 (1) ◽

pp. 1-23

Author(s):

Paul Dung Gadi ◽

Gontur Silas ◽

Esther Bagobiri

Keyword(s):

Employee Engagement ◽

Health Workers ◽

Mediating Effect ◽

Intention To Quit ◽

Teaching Hospitals ◽

Necessary Condition ◽

Job Autonomy ◽

The Relationship ◽

Turnover Behavior

As a necessary condition for the sustainability and success of teaching hospitals, maintaining proactive health personnel with the ability to be high performers is acknowledged. A few studies have logically clarified and empirically simplified the relationship between proactive employees and intention to quit, which signifies an engaged, proactive tendency to establish actual turnover behavior. However, this study target to resolve these research gaps. This paper predicted that the correlation between proactive health workers and intention to quit was likely mediated by employee engagement and job autonomy as a center point mechanism of motivation. Job autonomy (JA) as a significant framework is expected to buffer the link between proactive health employee and employee engagement. The present article developed a moderated mediated model that incorporates these variables. This study was consistent with previous studies carried out on health workers in Nigerian teaching hospitals. The results of this research help to expose the attrition intentions displayed by conscientious health workers.

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