scholarly journals Сreating a mechanism for broadcasting corporate culture norms and internal PR in order to increase employee engagement

2020 ◽  
pp. 28-32
Author(s):  
O. S. Suvalov ◽  
T. V. Suvalova
Keyword(s):  
Employee Engagement ◽  
Corporate Culture ◽  
Corporate Values ◽  
Feedback Questionnaire ◽  
The Creation ◽  
Staff Engagement ◽  
Positive Content

The aim of the study is to analyse the mechanism for increasing staff engagement through broadcasting corporate values and internal PR. The article substantiates the relevance of informing as a verbal means of positive content. The paper gives an approximate list of proclaimed and denied values. The authors consider corporate events with the aim of conveying the mission, values and ideology of the company to all employees. The study notes the role of regular informing for uniting employees into a single team, forming a sense of pride in the company for the staff. The article reviews the option of monitoring the level of awareness through a feedback questionnaire, notes the need for analysis of incoming data. The paper focuses attention on the formation of personnel identity and loyalty, the use of company symbols, the creation of corporate values and traditions.

scholarly journals 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

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.

Employee Online Communities

2022 ◽  
pp. 425-440
Author(s):  
Shirin Alavi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Online Communities ◽  
Employee Retention ◽  
Mission Statement ◽  
Internal Communication ◽  
Corporate Values ◽  
The Past ◽  
The World

This chapter seeks to impart understanding of the role of employee online communities for enhanced employee engagement and retention in an organization. The highly engaged and motivated employees would contribute more towards accomplishing the organizations goals. The various research studies conducted in the past across the world identify job satisfaction as a major determinant of employee engagement and retention. The role of internal communication through employee online communities of organizations or intranets is theoretically suggested to be a major influencer for the enhancement of employee engagement efforts. This can help to enhance and support culture, corporate values, mission statement, and annual company goals. The purpose of this chapter is to investigate the role that the employee online communities of organizations play in order to support the twin objectives of employee retention and engagement. Engaging employees can be the catalyst for inducing positive change among employees and, as a result, boosting an organization's success.

«EMPLOYEE ENGAGEMENT CRISIS» OR ERRORS IN MANAGING ENGAGEMENT?

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.

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

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.

Identifying the Influence of Supervisors on Strengthening Climate and Culture for Creating Value

2020 ◽  
Vol 6 (1) ◽  
pp. 97-118
Author(s):  
Lucio R. Lescano Duncan
Keyword(s):  
Corporate Culture ◽  
Value Creation ◽  
New Technologies ◽  
Well Being ◽  
Structured Interviews ◽  
Corporate Values ◽  
Holistic View ◽  
Holistic Vision ◽  
New Strategies

Most of the studies about value creation have been focused on economic and social value. To create value, it is necessary to have a holistic vision that integrates economical, psychological-social and ethical aspects. Likewise, studies have concentrated on the role of top management through the formulation of new strategies, implementation of new technologies, operational models, etc. The influence of supervisors, the first line of command, has not sufficiently been identified in relation to value creation. Some studies have analysed climate and culture as important factors for employees’ well-being, satisfaction and engagement but little attention has been paid to creating value. We analysed how supervisors strengthen climate and culture in order to create three types of value: ethical, social and economical. As value creation is a social event always co-created, we utilized an organizational model to present a holistic view for creating value. We collected data from 129 supervisors of large and medium companies through semi-structured interviews to know their perspectives related to: (a) creating employees’ experiences and (b) sharing corporate values. We identified the influence that supervisors exert in relation to climate experiences and corporate culture values, executed a programme for developing a leadership focused on creating value and applied a survey to verify the results achieved.

scholarly journals THE INFLUENCE OF THE COVID-19 PANDEMIC ON THE CORPORATE CULTURE FORMATION AND DEVELOPMENT

2021 ◽  
Vol 298 (5 Part 1) ◽  
pp. 150-154
Author(s):  
HALYNA IVANCHENKO ◽  
Keyword(s):  
Corporate Culture ◽  
External Environment ◽  
Situational Factors ◽  
Structural Elements ◽  
Corporate Values ◽  
Long Run ◽  
Culture Formation ◽  
The Stability ◽  
The Individual

The article analyzes the importance of corporate culture in the company. The main structural elements of corporate culture are identified. It is established what features are situational factors on the organizational culture implemented in the company. Corporate culture is formed under the influence of natural and directed factors. The first are the external environment in which the organization operates, including social norms, market and economic situation, the place of organization in society. The second group of factors that produce the company’s culture are purposeful actions of management and employees. Situational factors under the influence of which the corporate culture in business currently operates influence the behavior of both the individual employee and the team as a whole. In the most effective organizations, culture supports and promotes the goals and strategies of the company. Standards and expectations help employees work to achieve company success. It is also noted that for the maintenance and development of corporate culture in the context of the COVID-19 pandemic, such components as corporate values, the role of leader and the brand of the employer are important. Corporate values, which are spelled out in internal documents and transmitted to employees on a periodic basis, form the company’s reputation. Leadership serves as a behavioral guideline in the activities of the company’s employees, allows to increase their productivity. The brand of the employer is an important factor that determines the external and internal image of the organization in the long run. It is suggested that in order to improve the existing or form a new corporate culture, the company should conduct a detailed analysis of changes in the organization, eliminate outdated practices that have lost their meaning and get feedback from employees on the main key elements of a new or improved corporate culture. Corporate culture management is an important element in the life of the company. Diagnosis of corporate culture allows you to determine the strength of the company’s culture, which, in turn, makes it possible to predict the stability of the company under the influence of external and internal destructive factors.

scholarly journals The Role of Organizational Culture in Establishing Employee Engagement through Work Attitude at PT. Sapta Sentosa Jaya Abadi

2021 ◽  
Vol 8 (11) ◽  
pp. 476-481
Author(s):  
Irwanto Sahat Wijaya Sibagariang ◽  
Yeni Absah ◽  
Isfenti Sadalia
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Employee Engagement ◽  
Work Attitudes ◽  
Corporate Values ◽  
Work Attitude ◽  
Intermediate Variable ◽  
Fresh Fruit Bunches

PT Sapta Sentosa Jaya Abadi is a company engaged in the plantation sector which is currently focusing on developing the quality of human resources, because the role of human resources is very vital in the production and quality of Fresh Fruit Bunches and Crude Palm Oil. However, company have problems in HR management related to Employee Engagement problems, it is indicated by the low score of Employee Engagement, especially those at the non-managerial level. PT Sapta Sentosa Jaya Abadi has made various efforts in building Employee Engagement, among others, by cultivating corporate values in order to form a strong organizational culture in the company. Based on this phenomenon, this study aims to see and analyze the influence of Organizational Culture on Employee Engagement through Work Attitudes as an intermediate variable at PT Sapta Sentosa Jaya Abadi. The research methodology used is Path Analysis. The results showed that Organizational Culture has a positive and significant effect directly on Work Attitudes; Organizational Culture has a positive and significant effect directly on Employee Engagement; Work Attitude is directly proven to have a positive and significant effect on Employee Engagement; and Organizational Culture through Work Attitude indirectly has a positive and significant effect on Employee Engagement at PT Sapta Sentosa Jaya Abadi. Keywords: Organizational Culture, Work Attitudes, Employees Engagement, PT Sapta Sentosa Jaya Abadi.

Employee Online Communities

2018 ◽  
pp. 57-71
Author(s):  
Shirin Alavi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Online Communities ◽  
Employee Retention ◽  
Mission Statement ◽  
Internal Communication ◽  
Corporate Values ◽  
The Past ◽  
The World

This chapter seeks to impart understanding of the role of employee online communities for enhanced employee engagement and retention in an organization. The highly engaged and motivated employees would contribute more towards accomplishing the organizations goals. The various research studies conducted in the past across the world identify job satisfaction as a major determinant of employee engagement and retention. The role of internal communication through employee online communities of organizations or intranets is theoretically suggested to be a major influencer for the enhancement of employee engagement efforts. This can help to enhance and support culture, corporate values, mission statement, and annual company goals. The purpose of this chapter is to investigate the role that the employee online communities of organizations play in order to support the twin objectives of employee retention and engagement. Engaging employees can be the catalyst for inducing positive change among employees and, as a result, boosting an organization's success.

scholarly journals THE ROLE OF CORPORATE CULTURE IN ECONOMIC DEVELOPMENT OF SMALL AND MEDIUM-SIZED ENTERPRISES

2021 ◽  
Vol 0 (0) ◽  
pp. 1-19
Author(s):  
Silvia Lorincová ◽  
Andrej Miklošík ◽  
Miloš Hitka
Keyword(s):  
Economic Development ◽  
Competitive Advantage ◽  
Corporate Culture ◽  
Industrial Sector ◽  
Business Environment ◽  
Direct Impact ◽  
Use Of Resources ◽  
Clan Culture ◽  
The Creation

Achieving economic development of the enterprise is enabled by the efficient use of resources, efficient processes and, last but not least, a suitable corporate culture. Under the influence of a dynamically changing business environment, corporate culture is gaining in importance and justification. It needs to be monitored and evaluated together with “hard” business indicators. The research explores the key values that should be applied in corporate culture at the strategic level to support the economic development of small and medium-sized enterprises. The differences between small and medium-sized enterprises operating in the industrial sector in Slovakia are defined. As managers have a direct impact on the creation of corporate culture, their preferences regarding corporate culture are examined, using the methodology of Cameron and Quinn. The results of the research prove the preference for applying key values typical for a clan culture. Following the results, it is recommended managers to focus on supporting a clan culture that develops employees. It is the employees who create and build values, bring new, innovative ideas, and with their abilities and skills influence the performance, competitive advantage, economic development, and success of the entire enterprise as well as economic development of small and medium-sized enterprises.

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