scholarly journals Employee Engagement and Organizational Performance of Public Enterprises in Nepal

2019 ◽  
Vol 4 ◽  
pp. 118-138
Author(s):  
Rupa Shrestha
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Descriptive Analysis ◽  
Work Force ◽  
Work Place ◽  
Public Enterprises ◽  
Organizational Goals ◽  
The Public ◽  
Organizational Outcome ◽  
And Performance

Background: 'Employee Engagement’ has been a considerable topic in the public sector. It is a buzz word that managers think they understand, but face difficulties and challenges while practicing. Objective: This study aims that employee engagement impacts on organizational performance in some extent. Drawing on theory “Employee Engagement and Higher Work Ethic", (The Gallup Organization, 2013), this study examines the relation between employee engagement and organizational outcome. Methodology: Based on descriptive analysis, this study consisted officer level employees from Tribhuvan University from 49 campuses and offices as respondents. The data was collected through 115 set of structured questionnaires during last three months of 2075 BS and It used descriptive and inferential statistics tools to analyze the data. Result: It was hypothesized that the employee engagement was positively related to the organizational performance with liking of work force diversity. It is revealed that majority employees of TU are engaged with work and organization as well. During the analysis, the hypothesis was supported with 0.505r2 (50 percentages). It was also found that explanatory and dependent variables are correlated with 0.696. Conclusion: It can be concluded that there is significant relation between organizational performance and employee engagement. Employees, who are engaged with jobs can understand social cues among the others thus they can choose the way to improve social skills in order to achieve organizational goals. This study also complies that the relation between employee engagement and performance is diverse as per work force patterns in work place. Implication: This research stimulates researchers to begin to think about how employee engagement relates to HR and organizational outcome. Public enterprises should always try to make employees engaged and transform not engaged and disengaged employees to engaged ones which ultimately leads to enhance organizational culture.  

scholarly journals Employee Engagement in the Public Sector: A Case Study of Western Africa

2015 ◽  
Vol 5 (3) ◽  
pp. 70 ◽  
Author(s):  
Lamin Sanneh ◽  
Saud A.Taj
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Developed Countries ◽  
The Gambia ◽  
Organizational Studies ◽  
The Public ◽  
Western Africa

Employee engagement and its relationship with organizational performance have recently gained immense attention amongst the scholars of organizational studies and human resource development. However, this relationship has widely been examined in the private sector organizations operating in the Western developed countries and its application in the African public sector still remains a major gap in the engagement literature. In order to address this gap, we investigate the different factors of employee engagement and their impact on organizational performance in the public sector of West Africa while taking the case of Gambia Ports Authority, one of the biggest public sector employers in Gambia. A case study approach was adopted with questionnaires designed and distributed to 327employees of the Gambia Ports Authority, one of the largest public sector employer in the Gambia. The survey included employees at different levels including senior managers, directors, and junior level staff. Findings suggest that various factors have significant impact on employee engagement with the exception of team and co-worker relation. Amongst other factors, leadership had the strongest influence employee engagement in African public sector. Overall, a positive relationship was found between employee engagement and organizational performance. Findings also indicate that employees who feel engaged and connected with the organization attempt to reciprocate and show greater enthusiasm towards work (work engagement) and to the organization (organizational engagement), which could lead to improved performance.

Predicting engagement and performance through firm’s internal factors

2019 ◽  
Vol 16 (5) ◽  
pp. 763-780 ◽  
Author(s):  
Zulqurnain Ali ◽  
Sadia Sabir ◽  
Aqsa Mehreen
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Employee Performance ◽  
Internal Communication ◽  
Equation Modeling ◽  
Internal Factors ◽  
Content Type ◽  
Organizational Goals ◽  
And Performance ◽  
Reward And Recognition

Purpose The purpose of this paper is to investigate how the firm’s internal factors influence employee engagement (EE), which, in turn, enhances the performance of textile employees. Furthermore, the present study pursues to address the indirect effect of EE on the relationship between the firm’s internal factors and employee performance. Design/methodology/approach Data were taken from 355 participants working in textile mills through a survey approach. Structural equation modeling was run to confirm the proposed model and structural relationships. Findings Results highlight that internal communication and reward and recognition are significantly related to EE, except for work‒life balance. Furthermore, EE has a significant effect on the performance of textile employees. Practical implications The present study helps the textile managers to improve employee performance while focusing on the firm’s internal factors of engagement. Proactive internal communication and reward system will help to bring a competitive edge and achieve the organizational goals. The findings also provide managers the information to reduce the organization interruptions in enhancing EE and performance. Originality/value This study covered the hidden gap in the previous literature on EE and performance, especially in the field of the textile sector by employing Kahn’s theory of engagement.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals Demographic Differences and Perceived Engagement among Islamic Banking Employees in Malaysia

2018 ◽  
pp. 246-249
Keyword(s):  
Employee Engagement ◽  
Descriptive Analysis ◽  
Educational Background ◽  
Demographic Variables ◽  
The Body ◽  
Work Place ◽  
Demographic Differences ◽  
Body Of Knowledge ◽  
The Individual ◽  
Selection Of

A successful of employee engagement strategy will not only create good employee at workplace but also the community at a work place. Employees form an emotional connection with the company when they are effectively and positively engage with their organization. Their attitude effects both their colleagues and company’s client and improves customer satisfaction. Studies have highlighted the importance of demographics factors such as gender in ensuring highly engage employee. This paper explores the individual differs across three parameters as gender, age and educational background. Significant variations are observed across employees of various age and qualifications. One- way analysis of variance (ANOVA) is used for descriptive analysis on demographic variables. Data was collected from 200 employees of 13 Islamic banks in Malaysia. The research has made significant contributions to the body of knowledge at academic levels by extending knowledge regarding the effects of demographic differences on employee attitude and behaviour.The key findings of this research suggest that the organisations and managers need to understand the differences of demographics factors on engagement. So that, the potential effectiveness the selection of strategies and the development of employees may be conducted more effectively.

scholarly journals A study on understanding of employee engagement practices: comparison between banks and higher education institutions

2013 ◽  
Vol 4 (2) ◽  
pp. 295-308
Author(s):  
Anil Kumar Singh ◽  
Priyender Yadav
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Work Force ◽  
Educational Institutions ◽  
Work Place ◽  
Improve Performance ◽  
Statistical Tools ◽  
Business Context ◽  
Service Sectors ◽  
Careful Investigation

Employee engagement has been high on agenda of a number of researchers and organizations in the recent years . A successful employee engagement strategy helps creating a community at the work place and not just a work force. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two -way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person with the organization. As a researcher this concept requires careful investigation and the interest, therefore is to extract the determinants of employee engagement and to understand what all factors contribute to this concept. Literature has proved that it is the trust which measures the degree of employee engagement, s o in the present study the researchers have tried to find out the effect of trust and value on employee engagement.As banks and higher educational institutions offer a comparative platform to study the practices because both are in service sectors and the competencies required are relatively same. Further, these organizations are heavily focused on Human Resources as an asset and their image is directly associated with employees acts and behaviors.So in the present paper the researchers have tried to explore the rationale of employee engagement practices through data analysis by using SPSS and Excel . For the purpose the data has been collected through questionnaire and statistical tools like multivariate analysis and ANOVA etc has been used.

scholarly journals Organizational Behaviour and its Effect on Corporate Effectiveness

2020 ◽  
pp. 121-129
Author(s):  
John Nkeobuna Nnah Ugoani
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Relevant Literature ◽  
Exploratory Research ◽  
The Public ◽  
Organizational Behaviour ◽  
The People ◽  
Strong Positive Relationship ◽  
And Performance ◽  
The Relationship

Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.

Public Managers’ Contribution to Public Service Performance

2021 ◽  
pp. 85-103
Author(s):  
Lotte B. Andersen ◽  
Christian B. Jacobsen ◽  
Ulrich T. Jensen ◽  
Heidi H. Salomonse
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Public Management ◽  
Leadership Skills ◽  
Service Performance ◽  
Reputation Management ◽  
Leadership Strategies ◽  
The Public ◽  
Public Managers ◽  
And Performance

This chapter describes how public managers contribute to public service performance. First, the chapter investigates three critical contextual factors for how public leadership can make a difference to organizational performance: managerial autonomy, capacity, and ability. Second, three leadership strategies are introduced which have been positively related to organizational performance in the public sector: goal-oriented, relational, and non-leader-centered leadership. Third, a new concept with particular relevance for public management is presented—reputation management—and this points to the relevance of considering the nexus between reputation and performance. It is argued that an organization’s reputation and performance may be more or less aligned. However, more importantly, an organization’s reputation per se also provides an important but less studied contextual factor of relevance for public managers’ ability to improve organizational performance. Finally, the chapter discusses how to develop leadership skills that increase public managers’ ability to contribute to public service performance.

Thinking Styles and Leadership Skills of Managers on Organizational Productivity

2021 ◽  
pp. 448-458
Author(s):  
Garima Saini ◽  
Shabnam
Keyword(s):  
Organizational Performance ◽  
Team Building ◽  
Leadership Skills ◽  
Organizational Productivity ◽  
Organizational Goals ◽  
Executive Manager ◽  
Management Approaches ◽  
And Performance ◽  
Managerial Positions ◽  
Managerial Psychology

Psychological aspects, a great concern of managerial psychology, include emotions, thinking, attitudes, and motivation of the employees in managerial positions, which ramifies the productivity of the organization. Managerial thinking and leadership skills are important components in achieving organizational goals. Organizational productivity is a strong indicator for managers in the growth which has direct relationship with organizational performance. Efficacious leadership skills in managers like interpersonal skills, team building, flexibility, emotional intelligence helps in meeting the goals which simultaneously increases the organization productivity and performance of the employees. Strategic management approaches by the managers to increase productivity at successive levels. An executive manager is an agent of change who lets a subordinate work according to him and then he converts the follower into a leader through team quality management (TQM) programs and effectiveness. The managerial implications are discussed which helps to establish cooperative innovations.

Employee Engagement Practices in IT Sector Vis-à-Vis Other Sectors in India

2017 ◽  
Vol 8 (3) ◽  
pp. 1-14 ◽  
Author(s):  
Jitendra Singh Tomar
Keyword(s):  
Job Performance ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Force ◽  
Citizenship Behavior ◽  
Continuance Commitment ◽  
Discretionary Effort ◽  
Important Notion

Employee engagement is an important notion built around the concepts of job satisfaction, employee commitment, retention of talent, that impacts organizational performance. The disengaged employees lead to loss of productivity, procedural imbalances, and decreased efficacy. Organizations are addressing the work force and their job performance, task performance, organizational citizenship behavior, productivity, discretionary effort, effective commitment, and continuance commitment. Engaged employees are emotionally connected with their organization, and are enthusiastic about their job and success of the organization. The employment engagement practices are soulfully needed to understand the employee, give them healthier environment to work, let them grow professionally, award them, and keep them happy, irrespective of the business sector. This study intends to explore the employee engagement practices in Indian IT Sector and compare them with the engagement practices in other leading sectors in India. The study also assesses various engagement attributes in Indian IT organizations.

scholarly journals Employee Engagement and Organizational Performance

2021 ◽  
pp. 93-100
Author(s):  
Emmanuel Akanpaadgi ◽  
Felicia Binpimbu
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Demographic Data ◽  
Survey Method ◽  
Relative Importance ◽  
Regional Health ◽  
The Public ◽  
Importance Index ◽  
Health Directorate

This study sought to find out the extent of employee engagement in the public sector in Ghana using the Upper East Regional Health Directorate as a case study. The survey method was employed in the study. Close-ended and Likert-Scaled questionnaires were administered to participants to generate the data. Descriptive statistics were used to analyze the demographic data while the Relative Importance Index (RII) was used to analyze the scaled responses using the equation: RII= Σ???? / (???? × ????). The figures obtained confirmed the positive relationship between employee engagement and organizational performance. The good performance of the Upper East Regional Health Directorate was found to be influenced by the effective engagement of the staff.

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