scholarly journals Prioritizing Employee Engagement to Drive Organisational Performance in Automobile Sector

2021 ◽  
Vol 11 (2) ◽  
pp. 1466-1473
Author(s):  
Dr. John Britto M.
Keyword(s):  
Employee Engagement ◽  
Organisational Performance ◽  
Significant Difference ◽  
Employee Demographics

All professionally managed organisations in spite of complications have started deploying analytics to help them predict retention, identify the factors which have correlation with HR related aspects such as compensation and employee demographics in order to have an insight on as to why certain employees are more engaged as compared to others. This research attempts to review the advantage of prioritising employee engagement in order to drive organisational performance with respect to the automobile sector in Chennai. The results have shown that there exists a significant difference between the demographics of the sample and factors of employee engagement influencing organisational performance.

scholarly journals An Analysis of the Relationship Between Job Satisfaction and Employee Engagement

2017 ◽  
Vol 55 (2) ◽  
pp. 243-262 ◽  
Author(s):  
Anton Vorina ◽  
Miro Simonič ◽  
Maria Vlasova
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Business Performance ◽  
Modern World ◽  
P Value ◽  
Significance Level ◽  
The Public ◽  
Significant Difference ◽  
And Gender ◽  
The Relationship

AbstractThis paper examines the relationship between employee engagement and job satisfaction. People spend most of their time at work, and their motivation is considered to be an important factor for job performance. Enthusiastic employees, who focus their efforts on achieving their companies′ goals are a key competitive advantage in the modern world. The effect of employee engagement on business performance has been studied by various experts. They found out the similar conclusion: “the more enthusiastic the workers are, the better operating results they achieve for the company”. An occasional sample of 594 respondents who are employed in the public and non-public sector in Slovenia was used for the purpose of this study. The main goal of the research is to determine whether (and how) the employee engagement influences job satisfaction. A written survey was conducted from 4 January 2016 to 14 March 2016. IBM SPSS 20 was used for the statistical analysis. The results confirm that the relationship between employee engagement and job satisfaction is positive and statistically significant (5 % significance level), based on the linear regression F (1, 583) =296.14, p-value = 0.000, R-square = 0.337. The results also show that there is no statistically significant difference between employee engagement and gender and there is no statistically significant difference between job satisfaction and gender.

scholarly journals Employer branding and employee engagement of furniture retailer in Klang Valley

2018 ◽  
Vol 56 ◽  
pp. 02003
Author(s):  
Raemah Abdullah Hashim ◽  
Mohamad Azlan Mohamad Nor
Keyword(s):  
Employee Engagement ◽  
Important Variable ◽  
Retail Trade ◽  
Future Research ◽  
Employer Branding ◽  
High Turnover ◽  
Significant Difference ◽  
Klang Valley ◽  
And Gender ◽  
The Relationship

The paper discussed on the relationship between employer branding and employee engagement among employees in selected furniture retailers in Malaysia. This study also looks into the state of employees’ engagement and gender differences in their engagement towards their organization. Furniture retailing falls under the retail trade industry that contributed about RM35.7 billion to Malaysia GDP in 2017 with expected growth of 8.7 percent. However, the industry suffers an average yearly employee turnover rate of 13 percent. Amid this high turnover, the raising question is can popularity of employers’ branding can result in employee engagement leading to their retention in the organisation. 350 respondents were chosen randomly and 120 (30%) respondents had given feedback on the personally administered questionnaires. The result revealed that there is significant relationship between employer branding and employee engagement. The study also indicated that work challenging is the most important variable which led to drive the employee engagement. Consequently, there is significant difference between male and female in terms of engagement. Organisation, hence may consider leveraging employee engagement which may lead to retaining their employees. Future research may consider researchers to pursue a longitudinal method of research design across a variety of firm-sizes and industries that would be more significant in making generalizations.

scholarly journals PENGARUH PERUBAHAN STATUS, EMPLOYEE ENGAGEMENT, DAN PEMANFAATAN TEKNOLOGI INFORMASI TERHADAP KUALITAS PELAPORAN KEUANGAN

2017 ◽  
Vol 19 (4) ◽  
pp. 495
Author(s):  
Nani Yuheti Yuniatin ◽  
Noer Azam Achsani ◽  
Hendro Sasongko
Keyword(s):  
Information Technology ◽  
Employee Engagement ◽  
Financial Reporting ◽  
Financial Management ◽  
Test Results ◽  
Financial Reports ◽  
Significant Difference ◽  
Before And After ◽  
The Status

This study aimed to examine the effect of changes in status, employee engagement, and the utilization of information technology on the quality of financial reporting. Analysis of variance (ANOVA) was used to examine changes in the status of Bogor Agricultural University. Moreover we employ a multiple regression analysis to examine the effect of employee engagement and information technology in performance financial of report.  In addition, Ultrecht Work Engagement Scale (UWES) was used to examine the financial human resource mapping. The results of ANOVA test showed that there was no significant difference of the financial management of Bogor Agricultural University before and after the implementation of Public Service Board (BLU). Furthermore, multiple linear regression test results showed that the factors that affect the performance of financial reports are employee engagement and use of information technology. However, it is found that the factor that really affects the performace of financial reports is the use of information technology. Finally, the test results of the mapping showed that employee engagement of human resources staff of Bogor Agricultural University are in medium position indicating that it needs to be maintained and improved.

Examining the Moderating Effects of Time-Since-Adoption on the Nexus Between Business Intelligence Systems and Organisational Performance

2019 ◽  
Vol 10 (3) ◽  
pp. 49-68
Author(s):  
Acheampong Owusu
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Structural Equation ◽  
Business Processes ◽  
Partial Least Square ◽  
Least Square ◽  
Organisational Performance ◽  
The Balanced Scorecard ◽  
Significant Difference

This article investigates the post-adoption impacts of business intelligence (BI) systems on organisational performance of Ghanaian banks through the lens of the balanced scorecard. It also examines if time-since-adoption moderates the hypothesized relationship between BI systems adoption and the banks' organizational performance. A survey data of 130 Ghanaian bank officials was analysed through a partial least square structural equation modelling (PLS-SEM) approach to examine the relationship among the study constructs. The results indicated that BI Systems indeed impacted significantly on Ghanaian banks' organisational performance by improving employee learning and growth, enhancing their internal business processes and improving their customer management performances. Nonetheless, BI Systems did not have a direct significant effect on the banks financial performance. Moreover, the findings show that there is no significant difference between early-adopters and late-adopters in terms of BI Systems impacts on the banks' organisational performance. Other implications are also discussed.

scholarly journals Exploring leadership factors creating employee engagement or disengagement across job grade categories at a public higher education institution in South Africa

2021 ◽  
Vol 19 (1) ◽  
pp. 317-327
Author(s):  
Anrusha Bhana ◽  
Sachin Suknunan
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Employee Engagement ◽  
Grade Level ◽  
Response Rate ◽  
Education Institution ◽  
Middle Manager ◽  
Employee Productivity ◽  
Institutional Goals ◽  
Significant Difference

Ongoing difficulties in promoting employee commitment confront the domain of higher education, hence, the importance of staff to help achieve institutional goals grows. For this to happen, employee engagement is key. This paper examined the issues of engagement or disengagement amongst employees, including job grades and the factors influencing this, at Durban University of Technology, South Africa. It adopted a quantitative and qualitative method of inquiry. The quantitative data collection targeted 420 employees utilizing questionnaires and obtained a response rate of 312 (74%). The qualitative aspect involved interviewing 12 out of 18 leadership personnel, giving a response rate of 67%. Also, descriptive and inferential analysis was used. Internal employee engagement demonstrated a significant difference across job level categories, F (4, 307) = 4.012, p = 0.003. There is also a significant difference in agreement mean score, which is lower for lecturer grade level (M = 2.5257, SD = 1.08359) than middle manager grade level (M = 3.2909, SD = 0.82396), showing that lecturer grade level is more engaged as compared to the middle manager level reflecting that the this level is not as engaged as it should be. Obtained qualitative results showed that there was minimal employee engagement. Overall, there was more employee disengagement than engagement at the institution, leading to employee stress, increased employee turnover, and minimal employee productivity. This can, in turn, affect institutional productivity. However, leadership viewed employee engagement as important and something to be further developed.

scholarly journals Talent Management Strategies and Employees’ Retention in Chi Farms Ltd (Ajanla Farm), Oyo State, Nigeria

2020 ◽  
Vol 6 (2) ◽  
pp. 1
Author(s):  
Abdulazeez Abdulmaleek O.
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Positive Relationship ◽  
Survey Design ◽  
Design Method ◽  
Management Strategies ◽  
Talent Management ◽  
Management Compensation ◽  
Significant Positive Relationship ◽  
Significant Difference

This study examined the analysis of Talent management strategies and employees’ retention among workers of CHI Farms LTD. (Ajanla Farm), Ibadan. In carrying out the research, three hypotheses were generated and were tested using Multiple regression model, Pearson product moment correlation and T – test statistics respectively. The study adopted a descriptive survey design method. A structured questionnaire was used in obtaining data, which was classified into Employee Engagement Scale (EES), Employees’ Retention Scale (ERS), Performance Management Scale (PMS), Compensation Management Scale (CMS), and was administered on 108 respondents. Hypothesis one revealed that there was a contribution of talent management strategies (i.e performance management, compensation and engagement) to employees’ retention (F=43.68, p<.01, R2=.54). Hypothesis two findings showed a significant relationship between performance management and employees’ retention [r(.104)= .46**, p<.01]. Also, the result revealed a significant positive relationship between compensation strategies and employees retention [r(106)=.35**,p<.01]. The result also revealed that a significant positive relationship between engagement and employees’ retention {r(106)=.40**, p<.01} exist. Hypothesis three result revealed that there was a significant difference between male and female respondents on perception of employees’ retention. [t(106)=4.27, p<.01]. The study concluded that performance management, compensation strategy and employees’ engagement are of great importance to talent management and retention. The study therefore recommended that management should formulate and implement policies that promote talent management which will in turn promote employees’ retention, they should also recognize and appreciate employees for work well done and that management should have in – house career development programs to help develop their employees.

Impact of Industry4.0/ICTs, Lean Six Sigma and quality management systems on organisational performance

2020 ◽  
Vol 32 (4) ◽  
pp. 815-835 ◽  
Author(s):  
Neeraj Yadav ◽  
Ravi Shankar ◽  
Surya Prakash Singh
Keyword(s):  
Quality Management ◽  
Performance Indicators ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Management Systems ◽  
Inventory Level ◽  
Organisational Performance ◽  
Quality Management Systems ◽  
Content Type ◽  
Significant Difference

PurposeThis paper compares impact of Industry 4.0 / emerging information and communication Technologies (ICTs), for example, Internet of things (IOT), machine learning, artificial intelligence (AI), robotics and cloud computing, on 22 organisational performance indicators under nine combinations of Lean Six Sigma (LSS) and quality management systems (QMS).Design/methodology/approachSurvey of 105 Indian organisations was done about their experience of using QMS, Lean Six Sigma and emerging ICTs. Respondents included both manufacturing and service enterprises of different scales and sectors. The responses collected were compared, and statistically significant difference among them was evaluated using chi-square test.FindingsThe study confirmed statistically significant difference among 20 organisational performance indicators under different combinations of QMS, LSS and ICTs. These indicators include quality performance, delivery performance, sales turnover, inventory level and so forth. However, for two indicators, namely, absenteeism and throughput, significant difference in responses was not established.Research limitations/implicationsAll possible combinations of QMS, LSS, only LSS tools and ICTs were not studied because of either theoretical impossibility (e.g. using LSS without LSS tools) or practically rare situations (e.g. organisations using ICTs and LSS without QMS). Furthermore, the impact from different sequences of implementing QMS, LSS and ICTs can be studied.Practical implicationsUsing this study, practitioners can identify which LSS, Quality System and ICT combination results in best performance and quick success. On theoretical front, the study confirms impact of LSS and QMS on organisational performance.Originality/valueThis study evaluates organisational performance under several possible combinations of QMS, LSS, and emerging ICTs, which was so far unexplored.

scholarly journals Testing the Relationship of Employee Empowerment and Organisational Performance

2020 ◽  
Vol 18 (2) ◽  
pp. 95-110
Author(s):  
Gibriel Badjie ◽  
Armanu Thoyib ◽  
Djumilah Hadiwidjojo ◽  
Ainur Rofiq
Keyword(s):  
Large Scale ◽  
The Gambia ◽  
Employee Empowerment ◽  
Organisational Performance ◽  
Significant Difference ◽  
Private And Public ◽  
The Difference ◽  
Analyse Data ◽  
Public Organisations ◽  
The Relationship

The research aimed to test the new measures of employee empowerment in a collectively social oriented society. The study applied questionnaire-based survey to obtain data and test the relationship between employee empowerment and organisational performance. A total of 80 completed questionnaires from the senior HR personnel from 40 organisations in the Gambia took part in the survey. Ten employees were engaged in a face-to-face interview, 2 private and 8 public organisations from among the 40 organisations that participated.  Both SPSS and SmartPLS were utilised to analyse data. MGA is used to determine the difference private and public organisations. The study has indicated a significant relationship between employee empowerment and organisational performance. The findings revealed a small but not significant difference between the private and public organisations in their definition of employee empowerment in the Gambia based on MGA report. The findings discovered that the social nature of employees cannot be disputed, and a strong recognition of employees promotes organisation performance. HR department and organisational flexibility relates more to employee’s empowerment and has effect on attitude and behaviour. The study recommends further large-scale research in other environments outside the Gambia.

scholarly journals ANALYSIS OF RELATIONSHIP BETWEEN LEADERSHIP STYLES AND EMPLOYEE ENGAGEMENT

2019 ◽  
Vol 2 (1) ◽  
pp. 107-114
Author(s):  
Anton Vorina ◽  
Tina Ojsteršek
Keyword(s):  
Linear Regression ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Linear Regression Analysis ◽  
P Value ◽  
Significance Level ◽  
Face To Face ◽  
Dummy Variable ◽  
Significant Difference

This paper examines the correlation between leadership styles and employee engagement. For the purpose of our research, we have used a random sample of 594 respondents who are employed in both the public and the private sector in Slovenia. The main goal of the research is to contribute to the understanding of how one independent variable (X1- a Dummy variable for Leadership style; X1= 0 mostly or over 50% of the leaders use the autocratic style of leadership; X1= 1 otherwise) impacts the Y variable (employee engagement). Online surveys combined with face-to-face as well as online interviews were carried out from 4 January to 14 March 2016. For statistical analysis, IBM SPSS 20 has been used and linear regression analysis applied. Based on the linear regression F (1, 586) =1.786, p-value = 0.182, R-square = 0.003), we have found out that there is not any statistically significant (at the 5% significance level) correlation between leadership style and employee engagement. We have also come to a conclusion that autocratic style is mainly used in employee management by Slovenian leaders. Moreover, there is no statistically significant difference at the 5% significance level in leadership styles that are used between genders.

scholarly journals Effects of Gender on Leadership, Entrepreneurial Orientation and Organisational Performance

2020 ◽  
Vol 17 (1) ◽  
pp. 49
Author(s):  
Ahmad Fadhly Arham ◽  
Nor Sabrena Norizan ◽  
Nurliza Haslin Muslim ◽  
Azwin Aksan
Keyword(s):  
Gender Differences ◽  
Entrepreneurial Orientation ◽  
Study Data ◽  
Organisational Performance ◽  
Female Entrepreneurs ◽  
Male And Female ◽  
Services Sector ◽  
Top Managers ◽  
Significant Difference ◽  
Males And Females

There are two streams of literature regarding relationship between gender and various organisational outcomes and variables affecting performance. Some scholars have found that there are significant differences between males and females regarding their leadership behaviours, entrepreneurial orientation and how organisations perform. Thus, the focus, development and assistance provided to male and female entrepreneurs are different. However, findings also indicated that there is no significant difference between genders. In this study, data were taken from 395 respondents representing either the owners or top managers of various SMEs organisations operating within the manufacturing and services sector in Malaysia. Within the context of SMEs in Malaysia, the result failed to recognise any significant differences between male and female respondents with regards to their leadership behaviours, entrepreneurial orientation and organisational performance. Male and female owners and top managers of SMEs in Malaysia were perceived to be the same in their leadership orientation, entrepreneurial approach and outcomes for organisations. The novelty of this research lies in its attempt to explore gender differences of leaders of SMEs in Malaysia.

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