File Name: antecedents and consequences of employee engagement file.zip
- Employee engagement
- ANTECEDENTS AND CONSEQUENCES OF EMPLOYEE ENGAGEMENT: A CRITICAL ANALYSIS OF LITERATURE REVIEW
- Employee engagement
- Employee age and the impact on work engagement
Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of multi-generations of workers. The purpose of this paper is to assess association of age and dimensions of work engagement.
It is generally assumed that a corporate purpose aiming to benefit all stakeholders has a positive effect on employee motivation and engagement, but no empirical studies into these specific effects were found. To examine this assumption, a corporate mission and vision matching the definition of a higher purpose were tested in two subsequent studies. The results associated purpose with motivation and engagement.
Workplace friendship as an antecedent of employment engagement. Employee engagement has become a popular topic as more organizations strive to create a positive work environment where employees feel connected and fulfilled with their work. Many antecedents have been explored as to what contributes to engagement, but little research directly explores the role of personal relationships in creating an engaged workforce. Therefore, this study aims to identify the impact of workplace friendship on employee engagement. Understanding the relationship between these two variables can help organizations determine how to foster engagement by focusing their efforts on certain antecedents, such as creating an environment for workplace friendships to develop. The purpose of this research was to explore workplace friendship in reference to employee engagement.
ANTECEDENTS AND CONSEQUENCES OF EMPLOYEE ENGAGEMENT: A CRITICAL ANALYSIS OF LITERATURE REVIEW
The study aimed at identifying if engaged employees mediate the relationship between leader behaviour and employee task performance within the public sector in a developing country with unique cultural characteristics. Data gathered from permanent employees was analysed using partial least square-structural equation modelling PLS-SEM technique. Results showed that employee engagement mediates partially the relationship between transformational leader behaviour and employee task performance unlike the relationship between transactional leader behaviour and employee task performance. Transformational leader behaviour was identified as the key leader behaviour that causes employees to be engaged. Practical and managerial implications are discussed. This is a preview of subscription content, access via your institution. Rent this article via DeepDyve.
Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests. An engaged employee has a positive attitude towards the organization and its values. An organization with "high" employee engagement might therefore be expected to outperform those with "low" employee engagement. Employee engagement first appeared as a concept in management theory in the s,  becoming widespread in management practice in the s, but it remains contested.
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Employee age and the impact on work engagement
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Employees, regardless of the nature of business, are one of the key resources of a company. At a time when competition for the best specialists is often stronger than efforts to obtain the client, the ability to successfully manage relationships with employees can decide on the long-term market advantage. Through the creation of a friendly, development-enabling environment that leads to employee engagement, employers can increase their chances of hiring and retaining valuable employees. Numerous reports suggest a low level of employee engagement worldwide. The academic community also sees the problem of low employee engagement and its negative impact on business outcomes. According to Teresa Amabile of the Harvard Business School, cited in Forbes , it leads to lower level of company revenues and deterioration of its profitability indicators.
The datasets presented in this study can be found in online repositories. It is generally assumed that a corporate purpose aiming to benefit all stakeholders has a positive effect on employee motivation and engagement, but no empirical studies into these specific effects were found. To examine this assumption, a corporate mission and vision matching the definition of a higher purpose were tested in two subsequent studies. The results associated purpose with motivation and engagement. The subsequent longitudinal analysis confirmed the presumed directionality from purpose to engagement, but not to motivation.
consequences of employee engagement in the hotel setting. In particular http:us97redmondbend.org