Antecedents and Consequences of Employee Engagement for a Diverse Workforce

2022 ◽  
pp. 137-149
Author(s):  
Shampy Kamboj ◽  
Bijoylaxmi Sarmah
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Job Involvement ◽  
Government Agencies ◽  
Policy Makers ◽  
Diverse Workforce ◽  
Business Press ◽  
Stakeholder Groups ◽  
Consulting Firms ◽  
Antecedents And Consequences

In the recent years, employee engagement has become a hot topic of discussion among popular business press and consulting firms. This topic has created interest in various stakeholder groups ranging from scholarly human resource practitioners to policy makers or government agencies. The interest in employee engagement has progressively increased, however, in academic literature: the concept of employee engagement has been studied rarely and comparatively less is known regarding its antecedents and consequences. Recently, a number of researchers have argued that the challenge of engaging the employees is mounting. Although it seems to conceptually overlap with existing constructs, for instance, job involvement, organizational commitment, still some empirical research confirms that engagement is a separate construct. Therefore, this chapter aims (a) to shed some light in this respect by assessing the association between workforce diversity, specifically in terms of their age and employee engagement, and (b) to provide a variety of precursors and outcomes of employee engagement.

Antecedents and Consequences of Employee Engagement for a Diverse Workforce

2018 ◽  
pp. 132-148 ◽  
Author(s):  
Shampy Kamboj ◽  
Bijoylaxmi Sarmah
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Job Involvement ◽  
Government Agencies ◽  
Policy Makers ◽  
Diverse Workforce ◽  
Business Press ◽  
Stakeholder Groups ◽  
Consulting Firms ◽  
Antecedents And Consequences

In the recent years, employee engagement has become a hot topic of discussion among popular business press and consulting firms. This topic has created interest in various stakeholder groups ranging from scholarly human resource practitioners to policy makers or government agencies. The interest in employee engagement has progressively increased, however, in academic literature: the concept of employee engagement has been studied rarely and comparatively less is known regarding its antecedents and consequences. Recently, a number of researchers have argued that the challenge of engaging the employees is mounting. Although it seems to conceptually overlap with existing constructs, for instance, job involvement, organizational commitment, still some empirical research confirms that engagement is a separate construct. Therefore, this chapter aims (a) to shed some light in this respect by assessing the association between workforce diversity, specifically in terms of their age and employee engagement, and (b) to provide a variety of precursors and outcomes of employee engagement.

scholarly journals Employee Engagement Level: The Transform from Employee to Partner

2019 ◽  
Vol 13 (7) ◽  
pp. 115 ◽  
Author(s):  
Mohannad A.M. Abu Daqar ◽  
Ahmad K.A. Smoudy
Keyword(s):  
Public Sector ◽  
Employee Engagement ◽  
Company Performance ◽  
Direct Impact ◽  
Governmental Organization ◽  
The Public ◽  
Business Press ◽  
Multiple Factors ◽  
Consulting Firms ◽  
Personal Recognition

Employee engagement recently has become a hot topic among the consulting firms and in the business press. The purpose of this study was to study and create further understanding of employee’s engagement levels and how to stimulate it to the maximum as long as possible. A survey was completed by 55 employees working in private and governmental organization in Palestine from governmental service, manufacturing, technology, telecommunication, financing and other services like retailer, NGO cultural to generate the output of having a higher employees involvement in the governmental sector rather than the private one due to multiple factors, and having a higher employee engagement in the private sector than the public one due to the more financial and personal recognition they get there. The revealed results stressed that organizations need to recognize employees as assets and customers. Business activities are key parts of the employee lifestyle, so it has a direct impact at his reaction, so if the organization didn’t control these reactions it will be the main drivers for his disengagement. Additionally, the employee engagement level is directly related to the efficiency of work and the overall company performance. The authors recommend adopting employee engagement transforming strategies by the public sector before the private one. Moreover, the study recommends that engagement transforming strategies must be employee-oriented not entity-oriented.

scholarly journals Antecedents and Consequences of Employee Loyalty towards the Organization: Empirical Evidence from Indian Software Industry

2011 ◽  
Author(s):  
Sreejesh S ◽  
Tavleen Nagra
Keyword(s):  
Employee Engagement ◽  
Software Industry ◽  
Intention To Quit ◽  
Customer Engagement ◽  
Employee Loyalty ◽  
Policy Makers ◽  
Long Run ◽  
Employee Absenteeism ◽  
Antecedents And Consequences ◽  
Managerial Perspective

Although substantial differences exists between employee commitment and loyalty, none of the studies made an attempt to understand these constructs separately and analyse the causes and consequences of employee loyalty. In this context, the present study attempts to investigate the antecedents and consequences of employee loyalty in the software industry context. The findings of this paper indicate that employee engagement, satisfaction and commitment have positive and significant impacts on employee loyalty and are considered to be the significant causes for predicting employee loyalty; at the same time the consequences of employee loyalty such as absenteeism and intention to quit do not have any significant effect. However, the study finds that employee satisfaction has a significant effect on the intention to quit via employee absenteeism. The paper shows that, from the managerial perspective, it is necessary for employers and policy-makers to know the causes and consequences of employee loyalty to retain the employees in the long run. The findings of the study suggest that, in order to develop commitment and thereby loyalty, the employer should create a congenial atmosphere for employee engagement and should create satisfied employees. At the same time, this created satisfaction will reduce employee absenteeism and the intention quit. Thus, the attention of the software-employee management should fruitfully focus on the development of employee engagement, satisfaction and commitment, which will ultimately lead to employee loyalty.   Keywords: Customer engagement, job satisfaction, commitment, loyalty, absenteeism, intention to quit.  

scholarly journals Engaging employees through compensation fairness, job Involvement, organizational commitment: The roles of employee spirituality

2021 ◽  
pp. 1499-1508 ◽  
Author(s):  
Achmad Sudiro ◽  
Agung Nugroho Adi ◽  
R. Moh. Ikmal Fakhri
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Job Involvement ◽  
Narrow Scope ◽  
Normality Test ◽  
Bartlett’S Test ◽  
Confirmatory Factor ◽  
Kolmogorov Smirnov ◽  
Percent Response Rate

This paper aims to investigate the role of Employee Spirituality to moderate between Compensation fairness and Employee Engagement, Job involvement and Employee Engagement, organizational commitment, and employee engagement. In this survey, 279 respondents were collected with a 75 percent response rate (139 respondents) from May to July 2020 and a 93.3 percent rate (140 questionnaires) from August until September 2020. Validity used Confirmatory Factor Analysis used KMO and Bartlett’s test, and the reliability test was based on Cronbach-Alpha. Moreover, Kolmogorov-Smirnov test is used for normality test, Park test is implemented for Heteroscedasticity and Multicollinearity test. Moderator Regression Analysis is used to identify the moderator types. The results indicate that Employee Spirituality fully moderated (Pure moderator) between Compensation fairness and Employee Engagement and between Organizational Commitment and Employee Engagement. Moreover, Employee Spirituality partially moderated between Job Involvement and Employee Engagement. The research suggests to implement the model in a narrow scope and considers many variables outside the Compensation fairness, Job Involvement, and Organizational Commitment.

A Systematic Review of the Correlates and Outcomes of Employee Engagement

2019 ◽  
pp. 78-98
Author(s):  
Duygu Toplu Yaslioglu
Keyword(s):  
Systematic Review ◽  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Job Demands ◽  
Job Involvement ◽  
Academic Literature ◽  
Job Demands And Resources

Engagement is a concept that is hard to define and easy to realize. Engagement is motivational, and this motivation helps individuals to allocate their resources for their job performance and use those resources intensively and consistently. So, one can say that employee engagement should have been correlated with some variables related with work and organization. In the academic literature, engagement is a relatively high focused area, and it is said to be related to but distinct from other constructs in organizational behavior. Engagement's casual and correlational relationships with the various concepts such as burnout, job demands and resources, organizational commitment, job involvement, workaholism, job satisfaction, for example, are much researched. However, researches indicate different results. This chapter aims to systematically review the aforementioned concepts relationship to engagement and eventually put forward, if any, conflicts and resemblances among previous researches.

scholarly journals Peranan Komitmen Organisasi dan Employee Engagement terhadap Kesiapan Karyawan untuk Berubah

2014 ◽  
Vol 41 (1) ◽  
pp. 17 ◽  
Author(s):  
Zulkarnain ◽  
Sherry Hadiyani
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Team Member ◽  
Two Dimensions ◽  
Leadership Team ◽  
Readiness For Change ◽  
Policy Makers ◽  
Organization Leadership ◽  
Individual Self

This study had two objectives, the first was to find out the role of organizational commitment and employee engagement to readiness for change. Second was to find out the determinants of readiness for change based on aspects of organizational commitment (i.e., identification, involvement, and loyalty) and dimensions of employee engagement (i.e., organization, leadership, team member, job and individual). Self-administered questionnaires were used to measure the three variables. There were 206 plantation employees involved in this study. The result showed that organizational commitment and employee engagement contributed to employee readiness for change. This study also found two aspects of organizational commitment and two dimensions of employee engagement contributing to employee readiness for change. This study could be the guidelines for the policy makers in implementing policies of better human resources. Keywords: organizational commitment, employee engagement, readiness for change, plantation employees, human resource

An Investigation of Faculty Members' Engagement in Saudi Arabia

2018 ◽  
Vol 3 (2) ◽  
pp. 114-136
Author(s):  
Eman I AHMED
Keyword(s):  
Employee Engagement ◽  
Faculty Perceptions ◽  
Cognitive Engagement ◽  
Faculty Members ◽  
University Administrators ◽  
Point Scale ◽  
Policy Makers ◽  
Efficiency And Effectiveness ◽  
The University ◽  
The Relationship

Faculty engagement has been proved to be a critical driver of the universities’ efficiency and effectiveness. The first step towards building an engaged workforce is to get a measure of faculty perceptions of their engagement level to their universities. Accordingly, the purpose of this paper is to investigate the faculty members' engagement in the Imam Abdulrahman Bin Faisal University. It examines the relationship between the faculty professional variablesand their level of engagement to their institutions. William Kahn's (1990) three-component model of employee engagement was partially adapted as a framework to measure the faculty members' engagement. A questionnaire was used to better address the objective of this study. The data were obtained from the Imam Abdulrahman Bin Faisal University (Dammam University) through an internet-based survey. The validity and the reliability of the questionnaire has been evaluated and reported. Results of the analyses show that cognitive engagement is reported to be higher than both the emotional and physical engagement, with a mean rating of 4.040 and a standard deviation of .487, based on the five-point scale. Given the engagement level of the faculty members in this study, the university administrators should develop policies, and strategies that encourage and support engagement among faculty members at the University in order to maximize their engagement. Policy makers must also take into consideration the needs of the faculty members

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