PT Toyota Motor Manufacturing Indonesia needs to possess quality and competent human resources in order to face the stiff competition with the continuous growth of similar companies. Human resources ...development in a company must be well performed and well planned, and one way to do so is by performing evaluations about employee engagement, empowerment, and organisational commitment so that employees’ performance can be improved continuously, which in turn will improve the employees’ prosperity and the company’s profit. The purpose of this research is to analyse the impact of employee engagement, empowerment, and organisational commitment on the employees of PT. Toyota Motor Manufacturing, Indonesia’s human resources division. The data analysis method utilised in this research is the Structural Equation Model (SEM) with the Partial Least Squares (PLS) method, which uses the SmartPLS software. The result of this research is that empowerment and organisational commitment have a significant and positive impact on employees’ performance. Furthermore, employee engagement and empowerment also have a significant and positive result on organisational commitment. Employee engagement does not have a significant impact on employee performance, but it has a positive impact on employee performance. It shows that employee engagement does not have a direct impact, but it has an indirect impact on employee performance through organisational commitment.
In this modernized era, every country competes with one another in their economic growth. In the phase of developing economic growth, IT/ITES Sector plays a major role. In a country every ...organization battle with one another to acquire talented employees and retain them. Retaining talented employees become a threat to every organization. Employee engagement is a unique approach to obtain the result of retaining talented employees. In order to be in the number one position, every organization needs support from talented employees who help in brightening the organization. Nowadays unsatisfied talented employees are ready to migrate from one organization to another organization where all the organization is ready to acquire them. This research paper, therefore, identifies the role of employee engagement in Talent Retention at organizations and identifies the relationship between employee engagement and talent retention. To find out the impact of employee engagement on talent retention, Multiple Regression were used and to identify the major programs/activities furnish by employers to retain a talented employee with particular reference to Coimbatore using descriptive survey research design. The research hypothesis was tested using Statistical tools such as Correlation, Multiple Regression, and Weighted Mean Average. 116 respondents were analyzed using a Systematic Random sampling method. The findings revealed that there is a relationship between employee engagement and talent retention. Once employee engagement is good there is a chance of retaining talented employees. Some of the top programs or activities are offered by employers to retain their talented employees are Social Activities, Celebrations, Flexible work schedule, Career planning discussion, Community Outreach program, Team Building Activities, Communication Activities, Orientation Program and Learning & Skill Enhancement program Hence it is proved that organizational climates drive the talented employees to remain in the organization
While employee engagement has been primarily explored within the business, human resources and management disciplines, public relations research has more recently taken an interest in furthering its ...understanding and acknowledging how public relations can serve an organization’s internal communication as a foundational component of the field. The purpose of this study is to demonstrate how public relations can serve an organization’s internal communication by better understanding how employees perceive and experience engagement. Following a phenomenological methodology (n = 32), this study utilized zones of meaning as a conceptual foundation (not a literal interpretation) to examine the process related to the complex, shifting and shared meaning of zones of engagement and how zones of meaning are products as well as drivers of engagement, which offer a new way to conceptualize employee engagement in public relations, shifting to a deeper comprehension and understanding. The findings show that employee experiences align more to Kahn’s (1990) initial personal engagement model than other public relations models. The psychological conditions of meaningfulness and safety from the original employee engagement model emerged as important factors in defining the employees’ shared-meaning lived experiences. In addition, this study offers a new definition of disengagement, which is similar but unique to the scholarship on negative engagement. The findings provide a framework for public relations scholars who work to further refine the understanding of employee engagement and for practitioners who develop public relations strategies for internal audiences, and advances the conceptual foundation of zones of meaning in public relations scholarship.
In this study, we integrate two careers-related literatures-callings research and mentoring research-by examining how mentoring relationships might help close the gap between people's perception of a ...calling and actually living out their calling. Drawing on work as calling theory (WCT; Duffy, Dik, Douglass, England, & Velez, 2018) as a framework, our results first revealed that, consistent with previous research, perceiving a calling is an important antecedent to living a calling. However, in our sample of 129 U.S. teachers, results further showed that the relationship between perceiving a calling and living a calling is stronger for those with a mentor in their profession. We additionally extend WCT by examining both positive and potentially negative outcomes associated with living a calling, focusing on stress-related outcomes. Our findings revealed that, in addition to reporting higher levels of job satisfaction and work engagement, those who were living their calling experienced lower rates of stress-related absenteeism and reported fewer somatic complaints than those who did not believe they were living their calling. In sum, this study is unique in its integration of two focal careers-related literatures, and it provides practical implications for professionals, counselors, educators, and organizations.
Public Significance Statement
Findings from this study suggest that mentoring relationships can increase the likelihood that individuals will be able to translate a perceived calling into actually living out their calling. Career counselors might use this knowledge to help individuals overcome the barriers to living out a calling; and in turn, allow them to experience the benefits associated with living a calling at work such as greater job satisfaction and work engagement, along with reduced strain and absenteeism.
Within the workplace, time constraints that create deadline pressure may jeopardize employees' goal attainment. In an attempt to overcome this stressful situation, employees may increase their ...efforts. We examine two strategies that are assumed to be stress reactions (coping) under conditions of high time pressure: working faster and working longer. We propose that these strategies moderate the relationship between time pressure and adverse health effects, as well as work engagement. In our daily diary study, 122 public service employees provided ratings over five consecutive working days. Multilevel analyses revealed that time pressure relates positively to irritation only in conditions of working faster and is unrelated to irritation in the absence of this strategy. It relates positively to engagement only when employees do not work longer, whereas it is unrelated to work engagement in conditions of working longer. We conclude that using the strategies of working faster or working longer is not recommended to overcome daily time pressure. This study contributes to the refinement of the challenge-hindrance framework by identifying boundary conditions of challenge and hindrance effects of time pressure. In addition, this study provides the first empirical evidence about the daily role of "working faster" and "working longer," conceptualized as a maladaptive coping mechanism.
The research aimed to look at the factors that significantly influence the teacher’s engagement, especially the factors of organizational trust and distributive justice. In addition, the research was ...to see the moderating effect of psychological empowerment in the influence of organizational trust on employee involvement and between distributive justice on employee engagement using the hierarchical regression analysis method. The research implemented simple random sampling technique and obtained 150 respondents, who were teachers at Muhammadiyah schools spread across five schools in Kotagede District, Yogyakarta, Indonesia. The results show that organizational trust has a significant effect on employee engagement, while distributive justice does not significantly affect employee engagement. In addition to these factors, psychological empowerment is shown to have a quasi-moderating effect in the effect of organizational trust on employee engagement. Since the analysis is limited to only five Muhammadiyah schools in Kotagede, Yogyakarta, the results cannot generalized. In addition, the COVID-19 pandemic only makes the questionnaires possible via online. Since younger teachers start to dominate, future research is suggested to have a further analysis on different generations (X, Y and Z).
Purpose
Organisations today seek high engagement levels from their employees for their superior performance amid the highly competitive environment. The purpose of this paper is to examine the role ...of positive deviance facilitators (PDFs) in enhancing employee engagement at work.
Design/methodology/approach
The study adopts the interpretive structural modelling (ISM) and Matrice d’Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis to understand the process of how positive deviance may fuel employee engagement in an organisation. Because of the lack of empirical evidence on the relationship between employee engagement and positive deviance, ISM approach was adopted as it helps in understanding the subjective experience and learnings of experts involved in the field. The MICMAC analysis classifies the relevant factors into four clusters and helps in understanding the dynamics involved.
Findings
Based on the opinions shared by industry and academia experts, a structural model was developed to understand the hierarchy and interactions among the eight PDFs leading towards employee engagement.
Research limitations/implications
The study offers both theoretical and practical implications. The model developed in the current study could be used as a base model for future studies concerning employee engagement and deviance. The importance of human resource management practices in fuelling positive deviance and employee engagement is also highlighted. The study discusses various practical implications for human resource managers and top management.
Originality/value
The literature on positive deviance at work is still at a nascent stage. Empirical studies on deviance largely focus on the destructive/negative side of workplace deviance, and studies on positive outcomes from workplace deviance are rare. This present study provides a unique opportunity to understand how positive deviance can be used to enhance the engagement levels of employees.
Stress is a not a new word to the organizations. It is been a boiling subject from years ago as it is spread across the globe. To evade this, organizations tries to improve their employee’s ...satisfaction levels at job, so that a positive attitude can be inculcated among workforce. The other tool to abstain from mocking execution and deriding performance of an organization is employee’s engagement. It is a key which prompts hierarchical achievement and furthermore a fundamental factor to be considered while assessing stress. Stress cannot be eliminated from any organization but can be handled with utmost care to get good results. If stress is not managed well, it generates a negative behavior in workforce which destroys the end results or an organization fails to achieve its goals. If it continues for a long period of time, the result could be closure of an organization because over stress will reduce the employee performance. This research paper is expected to comprehend the reasons which lead to employee stress inside an organization, to discuss the variables which robustly correlate with stress level of employees and also to suggest the mechanism to overcome stress.
The study evaluated how the engagement and psychological empowerment of front-line employees’ in 1- and 2- star limited-service hotels influences the effect of their job satisfaction on their ...organizational citizenship behavior. Quantitative data was collected from 302 respondents in twenty-five 1- and 2- star hotels in Ghana. Based on the analysis, it was found that employees satisfied with their jobs manifested extra role behaviors, moderated by the level of organizational engagement and psychological empowerment received. It was concluded that enhanced job satisfaction, enabled by effective employee engagement and psychological empowerment practices, is a good predictor of organizational citizenship behavior required of front-line employees in 1- and 2- star hotels.
EMPLOYEE ENGAGEMENT greatly affected employee performance. The purpose of this study was to determine the indeks of employee engagement on millennial employee at vocational higher education in ...Indonesia. The total number of respondents was 95 people from two vocational higher education in East Java. From the results of 4-point Likert scale questionnaire analysis, it was known that the engagement index of millennial employees in vocational higher education was partially engaged with an engagement index of 2.90. The average engagement index for lecturers was higher than that of non-lecturer employees. From these two groups, it was found that the same dominant and less dominant factors were the same; the highest value namely Motivation Value and the lowest was Communication Value. The results of regression analysis showed that all aspects of the independent variables simultaneously affect employee engagement. Efforts to increase the level of employee engagement among millennial employees in vocational PTN are focused on aspects that receive low ratings, including communication, relationships with work and organizations, and remuneration. Employees asked for motivation system based on incentives, and socialization about the remuneration and compensation system.
PDF
