Industry 4.0 is demanding reskilling of the workforce and, at the same time, the phenomenon of Great Resignation characterized by a wave of layoffs is threatening organizational knowledge. It is ...essential to build a culture where employees are engaged, more committed, and where the sharing and generation of knowledge is promoted. This paper presents a collaborative platform (co-created with 3 multi-sector organizations- 2 multinationals) to support the establishment of a Learning Organization to face the challenges of human resources in the digital paradigm. This tool integrates 5 modules: discussion forum, event creation, mentoring, suggestion system and recognition system. The 5 modules act in a combined way to achieve features that offer participation in decision making, a climate of learning opportunities, through the sharing and rise of knowledge (Learning Organization) and that encourage peer relationships and recognition at the corporate level.
In Society 5.0, the issues and resiliences of data loss, medical records dissemination, and poor knowledge management become critical for the healthcare industry and its stakeholders, which may ...jeopardize business continuity and become the grounds for problems such as decreased employee performance and leadership gaps. This study seeks to design a conceptual model of the relationship between Digital Knowledge Management (DKM) availability and organizational management, which is based on a supportive environment and dynamic leadership and mediated by employee commitment that contributes to business continuity in the healthcare industry. Primary data was gathered through observation and literature review to evaluate the synergy between DKM and employee commitment to business continuity.
Grounded in social exchange theory and service logic, this study investigates how customers’ evaluations of service experiences and interactions with employees and the resulting customer gratitude ...toward the firm mediate the positive relationship between employee engagement (EE) and customer engagement (CE). Using data from 423 employee–customer dyads, this study demonstrates that customer perceived value and employee–customer rapport serve as significant dual mediators between EE and customer gratitude toward the firm, which subsequently leads to CE. These findings advance the engagement literature by offering more granular evidence of mechanisms through which EE promotes CE, affording several insights for theory and practice.
This study investigates the impact of an increasingly common behavior by supervisors, namely boss phubbing (phone-snubbing). We define boss phubbing (BPhubbing) as the extent to which a supervisor ...uses or is distracted by his/her cell phone while in the presence of subordinates, and examine its impact on supervisory trust and the psychological conditions necessary for employee engagement. Three studies were conducted to test the research hypotheses, using both a continuous measure and a situational prime of BPhubbing. The results reveal that BPhubbing has a negative indirect effect on employee engagement. Specifically, BPhubbing reduces employee engagement by undermining supervisory trust which, in turn, lowers employee engagement via the psychological conditions of meaningfulness and availability. This research offers both theoretical and practical implications regarding how smartphone use, and BPhubbing in particular, may undermine job-related outcomes. The results provide a rich theoretical understanding of the psychological processes through which BPhubbing impacts employee engagement. The findings suggest a need for supervisory training and clear corporate policies regarding smartphone use.
•A nine-item boss phubbing (Phone snubbing) scale is introduced.•Boss phubbing undermines supervisory trust.•Lack of supervisory trust lowers employee engagement.•Boss phubbing has a negative indirect effect on employee engagement.•Kahn's psychological conditions mediate the trust – engagement relationship.
Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not ...impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self-leadership strategies contribute to employee work engagement and job performance. Furthermore, we hypothesize that transformational leadership behaviors are more effective when employees have a high need for leadership, whereas self-leadership strategies are more effective when employees have a low need for leadership. A sample of 57 unique leader–employee dyads filled out a quantitative diary survey at the end of each week, for a period of five weeks. The results of multilevel structural equation modeling showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self-leadership strategies. Furthermore, we showed that transformational leadership behaviors were more effective when employees had a high (vs. low) need for leadership and that the opposite was true for employee self-leadership. These findings contribute to our understanding of the role of employees in the transformational leadership process.
Two studies were conducted to examine how home healthcare nurses stay engaged in their work and maintain their psychological well-being. In Study 1, we hypothesized that nurses would perceive work ...pressure more as a hindrance demand than as a challenge demand, and that the reverse would be true for emotional demands. We approached 120 home healthcare nurses who filled in a survey. Results of a series of paired sample t-tests supported our hypotheses. In Study 2, we used the JD-R model to hypothesize that weekly job demands can either facilitate or undermine the positive impact of personal resources on work engagement and flourishing, depending on the nature of the job demand (hindrance vs. challenge). A sample of 63 nurses filled in a questionnaire at the end of the working week during three consecutive weeks (N=3×63=189 occasions). Results of hierarchical linear modeling showed that emotional job demands strengthened the effect of personal resources on weekly well-being, whereas work pressure undermined this effect. Taken together, the present findings challenge the idea that whether job demands act as hindrances or challenges is the same for all occupations and for all individuals.
•Nurses perceive emotional demands as challenge demands.•Nurses perceive work pressure as a hindrance demand.•Self-efficacy and optimism foster nurses' weekly work engagement and flourishing.•Job demand type qualifies the relationship of personal resources with well-being.•Nurses' personal resources should be targeted through individual interventions.
This study investigated the relationships among professional identity, employee engagement, job satisfaction, and turnover intention of hotel employees in China based on the conservation of resources ...theory. The research was operationalized using empirical data collected from 1312 hotel employees in China. By leveraging the structural equation modeling technique, the findings confirmed that the professional identity of hotel employees is a second-order structure consisting of four dimensions: career practice, career affirmation, identification with commitment, and reconsideration of commitment. Further, the results showed that professional identity has a positive impact on employee engagement and satisfaction and a negative impact on turnover intention. Meanwhile, employee engagement and job satisfaction have negative effects on turnover intention. In addition, we further explained the mediating role of the two variables, namely, employee engagement and job satisfaction, between professional identity and turnover intention. This study contributes by investigating the research field of professional identity in the hospitality workplace and evaluating its impacts on various work performance metrics. Hospitality practitioners and scholars may find many useful insights based on the study findings.
Based on a review of the history of the employee engagement construct and its measurement, we define workforce engagement as the aggregate of the work engagement experiences of individual employees ...in an organization. In contrast to most research on employee engagement, we study companies rather than individuals and the companies represent a diverse set of industries. We hypothesize and demonstrate on a sample of (up to) 102 publicly traded companies that workforce engagement significantly predicts organizational financial (adjusting for industry: Return on Assets, Net Margin but not Tobin's q) and customer metrics (the American Customer Satisfaction Index and the Harris Reputation Quotient) 1 and 2 years after the workforce engagement data were collected. In addition, using a split-sample approach to avoid method bias, we hypothesize and show that (a) company organizational practices (the strongest correlate), supervisory support, and work attributes are significant correlates of workforce engagement and (b) that workforce engagement mediates the relationship between these correlates of engagement and the organizational performance metrics. Implications of the findings for research and practice are discussed.
Purpose
This paper aims to study the implications of corporate social responsibility (CSR) on employee engagement in selected Indian business giants to which CSR spending is mandatory as per the ...Companies Act 2013. Researcher also has an intention of preparing working model for increasing employee engagement through CSR.
Design/methodology/approach
Researcher has collected the primary data from HR officials, CSR officials and employees of 23 organisations belonging to 10 main industrial sectors of India. The organisations selected for the data collection belong to India’s top 100 organisations as per Bombay Stock Exchange fulfilling a particular criterion. The effect of employee participation in CSR on employee engagement is been studied by identifying four parameters of employee engagement on which the employee participation in CSR may have some effect. The data are analysed with the help of Z test for proportion.
Findings
The major findings of the paper of the study includes that employee participation in CSR positively effects the employee engagement, as it helps in increasing four specifically identified parameters of employee engagement.
Research limitations/implications
The study is limited to the specific area of the effect of employee participation in CSR on employee engagement that too with respect to selected Indian business giants.
Practical implications
On the basis of this study, a theoretical model of CSR and employee engagement is proposed at the end of this paper. The model is expected to work as a guideline to the organisations, which want to improve employee engagement through CSR.
Originality/value
This research is one of its kinds that study the effect of employee participation in CSR on employee engagement. Moreover this research study considers the selected large-scale businesses of India which is the only country having 2% mandatory CSR spending to the organisation fulfilling the specific criteria.
Creating an Engaged Workforce Jiang, Hua; Men, Rita Linjuan
Communication research,
03/2017, Letnik:
44, Številka:
2
Journal Article
Recenzirano
Scholars have increasingly recognized the importance of studying factors leading to employee engagement. However, few researchers have created and tested theoretical models that propose mechanisms ...linking employee engagement to social contextual variables. Based on a random sample of employees (n = 391) working across different industrial sectors in the United States, we proposed and tested a model (rooted in the Social Exchange Theory and the Job Demands-Resources Model) that examined how authentic leadership, transparent organizational communication, and work-life enrichment are interrelated. A simplified model containing both significant direct and indirect effects fits the data. Theoretical contributions and managerial ramifications of the study were discussed.
