Employee engagement refers to an employee's level of involvement and enthusiasm for their work. Highly engaged employees feel a strong emotional attachment to their organization and are motivated to help it succeed. Research has found that higher employee engagement leads to improved individual and organizational outcomes such as higher productivity, customer satisfaction, retention rates, and financial performance. Engagement is influenced by factors such as empowerment, meaningful work, good relationships, and rewards for high performance.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Organizational citizenship Behavior as Attitude Integrity in Measurement of I...IOSR Journals
Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance [in] governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual’s sacrifice for organization. Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital’s director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Organizational citizenship Behavior as Attitude Integrity in Measurement of I...IOSR Journals
Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance [in] governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual’s sacrifice for organization. Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital’s director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary
The aim of this study is to develop a comprehensive model by measuring the influences of work
stress, organizational commitment and compensation on employee turnover intentions. This research applies a
descriptive research design using survey methods. To determine the sample size the Slovin formula is used.
Sampling uses a disproportionate randomized model as a sampling technique. This study uses the SPSS version
18.00 application to examine the significance of the significance of the overall predetermined model and
framework.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
EMPLOYEE ENGAGEMENT & RETENTION: A REVIEW OF LITERATUREIJBBR
The other objective is to analyze the critical factor which can affect the level of retention & engagement of
employees with the help of literature review. For the current article the researchers reviewed 30 relevant
research papers/ literature comprising employee retention& engagement concepts and practices amply.
The findings of the study like good training & development, compensation structures, autonomy, quality of
work life, work polices and arrangements will lead the managers and management to a new dimension with
holistic approach in the field of employee retention & engagement.
Study to investigate the correlation between the operating performances of fi...Charm Rammandala
The purpose of this study to understand whether there is a correlation between the operating performance of a firm and its CEO’s compensation. Various scholars and journalists studied and reported in this area over the years with mixed results. Popular notion among general public is that regardless of the performance of the company, CEO’s pay and perks either remain same or increase. Another accusation is most of the mergers and acquisitions taken place to boost the pay of CEO’s rather than to increase the value of shareholder. Study will look in to the validity of these claims to determine whether there is a correlation between the firm performances and the CEO pay
An environment is a place of needs that cannot be separated from human life. Sub-District
Organizations as government agencies that provide services to the community are required to improve
performance that leads to environmental preservation in the workplace. So that the behavior of employees who
care about the environment (green), their involvement in creating a green environment (green work
engagement), and performance as an impact of green behavior is very interesting to study more deeply in
quantitative research
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
Workforce engagement: What it is, what drives it, and why it matters for orga...Andrea Kropp
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.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
The aim of this study is to develop a comprehensive model by measuring the influences of work
stress, organizational commitment and compensation on employee turnover intentions. This research applies a
descriptive research design using survey methods. To determine the sample size the Slovin formula is used.
Sampling uses a disproportionate randomized model as a sampling technique. This study uses the SPSS version
18.00 application to examine the significance of the significance of the overall predetermined model and
framework.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
EMPLOYEE ENGAGEMENT & RETENTION: A REVIEW OF LITERATUREIJBBR
The other objective is to analyze the critical factor which can affect the level of retention & engagement of
employees with the help of literature review. For the current article the researchers reviewed 30 relevant
research papers/ literature comprising employee retention& engagement concepts and practices amply.
The findings of the study like good training & development, compensation structures, autonomy, quality of
work life, work polices and arrangements will lead the managers and management to a new dimension with
holistic approach in the field of employee retention & engagement.
Study to investigate the correlation between the operating performances of fi...Charm Rammandala
The purpose of this study to understand whether there is a correlation between the operating performance of a firm and its CEO’s compensation. Various scholars and journalists studied and reported in this area over the years with mixed results. Popular notion among general public is that regardless of the performance of the company, CEO’s pay and perks either remain same or increase. Another accusation is most of the mergers and acquisitions taken place to boost the pay of CEO’s rather than to increase the value of shareholder. Study will look in to the validity of these claims to determine whether there is a correlation between the firm performances and the CEO pay
An environment is a place of needs that cannot be separated from human life. Sub-District
Organizations as government agencies that provide services to the community are required to improve
performance that leads to environmental preservation in the workplace. So that the behavior of employees who
care about the environment (green), their involvement in creating a green environment (green work
engagement), and performance as an impact of green behavior is very interesting to study more deeply in
quantitative research
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
Workforce engagement: What it is, what drives it, and why it matters for orga...Andrea Kropp
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.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
Una breve pero util descripcion de lo que la transformada Zeta hace en varios campos cientificos en la vida real, en conjunto a su definicion y propiedades.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ectijjournal
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the management should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ECTIJ
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study
were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the anagement
should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
Human Resource Practices and their Impact on Employee Commitment in the Catho...ijtsrd
This paper examines the impact of Human Resource Practices on Employee Commitment among teachers of the Catholic Education agency in the Diocese of Buea. Among the human resource practices considered were compensation, recognition, training, and working conditions. With a total of 1000 employees, 278 employees participated in the research. Questionnaires were used to collect the data based on convenience sampling. A survey research design was utilized in the research. The findings revealed that there was a positive relationship between the aforementioned practices and employee commitment. Conclusions, recommendations and indications for future research are discussed in the paper. Kengnjoh Michael Mbuwir "Human Resource Practices and their Impact on Employee Commitment in the Catholic Education Agency, Diocese of Buea, SWR Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57515.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/education/57515/human-resource-practices-and-their-impact-on-employee-commitment-in-the-catholic-education-agency-diocese-of-buea-swr-cameroon/kengnjoh-michael-mbuwir
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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Employee engagement, also called worker engagement, is a business management concept. An
"engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus
will act in a way that furthers their organization's interests. According to Scarlett Surveys,
"Employee Engagement is a measurable degree of an employee's positive or negative emotional
attachment to their job, colleagues and organization which profoundly influences their
willingness to learn and perform at work". Thus engagement is distinctively different from
employee satisfaction, motivation and organisational culture.
Contents
[hide]
1 Origins
2 Research Studies
o 2.1 Emotional attachment
o 2.2 Involvement
o 2.3 Commitment
o 2.4 Life insurance industry
o 2.5 Productivity
3 Generating engagement
4 Drivers of Engagement
5 Potential red flags
6 References in Popular Culture
2. 7 See also
8 References
9 Further reading
[edit] Origins
Employee Engagement is the extent to which employee commitment, both emotional and
intellectual, exists relative to accomplishing the work, mission, and vision of the organisation.
Engagement can be seen as a heightened level of ownership where each employee wants to do
whatever they can for the benefit of their internal and external customers, and for the success of
the organization as a whole.
Employee engagement was described in the academic literature by Schmidt et al. (1993). A
modernised version of job satisfaction, Schmidt et al.'s influential definition of engagement was
"an employee's involvement with, commitment to, and satisfaction with work.Employee
engagement is a part of employee retention. " This integrates the classic constructs of job
satisfaction (Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991). Harter
and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of
engagement.
Linkage research (e.g., Treacy) received significant attention in the business community because
of correlations between employee engagement and desirable business outcomes such as retention
of talent, customer service, individual performance, team performance, business unit
productivity, and even enterprise-level financial performance (e.g., Rucci et al, 1998 using data
from Sears). Some of this work has been published in a diversity context (e.g., McKay, Avery,
Morris et al., 2007). Directions of causality were discussed by Schneider and colleagues in 2003.
Employee engagement is derived from studies of morale or a group's willingness to accomplish
organizational objectives which began in the 1920s. The value of morale to organizations was
matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-
readiness before combat. In the postwar mass production society that required unity of effort in
execution, (group) morale scores were used as predictors of speed, quality and militancy. With
the advent of the knowledge worker and emphasis on individual talent management (stars), a
term was needed to describe an individual's emotional attachment to the organization, fellow
associates and the job. Thus the birth of the term "employee engagement" which is an individual
emotional phenomenon whereas morale is a group emotional phenomenon of similar
characteristics. In other words, employee engagement is the raw material of morale composed of
15 intrensic and extrensic attitudinal drivers.(e.g.Scarlett Surveys 2001).
[edit] Research Studies
Engaged employees care about the future of the company and are willing to invest discretionary
effort.[1] Engaged employees feel a strong emotional bond to the organisation that employs
them(Robinson),which results in higher retention levels and productivity levels and lower
3. absenteeism. When reliably measured, positive employee engagement can be causally related or
correlated to specific positive business outcomes by workgroup and job type. Scarlett Surveys
refers to these statistical relationships as engageonomics.
[edit] Emotional attachment
Only 31% of employees are actively engaged in their jobs.[2] These employees work with passion
and feel a profound connection to their company. People that are actively engaged help move the
organization forward. 88% of highly engaged employees believe they can positively impact
quality of their organization's products, compared with only 38% of the disengaged.[3] 72% of
highly engaged employees believe they can positively affect customer service, versus 27% of the
disengaged.[citation needed] 68% of highly engaged employees believe they can positively impact
costs in their job or unit, compared with just 19% of the disengaged.[1] Engaged employees feel a
strong emotional bond to the organization that employs them.[4] This is associated with people
demonstrating a willingness to recommend the organization to others and commit time and effort
to help the organization succeed.[5] It suggests that people are motivated by intrinsic factors (e.g.
personal growth, working to a common purpose, being part of a larger process) rather than
simply focusing on extrinsic factors (e.g., pay/reward).[6]
[edit] Involvement
Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers,
and 10 electronic instrument and imaging equipment producers. Their purpose was to compare
traditional production systems with flexible high-performance production systems involving
teams, training, and incentive pay systems. In all three industries, the plants utilizing high-
involvement practices showed superior performance. In addition, workers in the high-
involvement plants showed more positive attitudes, including trust, organizational commitment
and intrinsic enjoyment of the work.[4] The concept has gained popularity as various studies have
demonstrated links with productivity. It is often linked to the notion of employee voice and
empowerment.[7]
[edit] Commitment
It has been routinely found that employee engagement scores account for as much as half of the
variance in customer satisfaction scores. This translates into millions of dollars for companies if
they can improve their scores. Studies have statistically demonstrated that engaged employees
are more productive, more profitable, more customer-focused, safer, and less likely to leave their
employer.
Employees with the highest level of commitment perform 20% better and are 87% less likely to
leave the organization, which indicates that engagement is linked to organizational
performance.[8] For example, at the beverage company of MolsonCoors, it was found that
engaged employees were five times less likely than non-engaged employees to have a safety
incident and seven times less likely to have a lost-time safety incident. In fact, the average cost
of a safety incident for an engaged employee was $63, compared with an average of $392 for a
non-engaged employee. Consequently, through strengthening employee engagement, the
4. company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales
performance teams through engagement. In 2005, for example, low-engagement teams were seen
falling behind engaged teams, with a difference in performance-related costs of low- versus high-
engagement teams totaling $2,104,823.3 (Lockwood).
[edit] Life insurance industry
Two studies of employees in the life insurance industry examined the impact of employee
perceptions that they had the power to make decisions, sufficient knowledge and information to
do the job effectively, and rewards for high performance. Both studies included large samples of
employees (3,570 employees in 49 organizations and 4,828 employees in 92 organizations). In
both studies, high-involvement management practices were positively associated with employee
morale, employee retention, and firm financial performance.[4] Watson Wyatt found that high-
commitment organizations (one with loyal and dedicated employees) out-performed those with
low commitment by 47% in the 2000 study and by 200% in the 2002 study.[9]
[edit] Productivity
In a study of professional service firms, the Hay Group found that offices with engaged
employees were up to 43% more productive.[10]
The most striking finding[citation needed] is the almost 52% gaps in operating incomes between
companies with highly engaged employees and companies whose employees have low-
engagement scores. High-engagement companies improved 19.2% while low-engagement
companies declined 32.7% in operating income during the study period[citation needed]. For example,
New Century Financial Corporation, a U.S. specialty mortgage banking company, found that
account executives in the wholesale division who were actively disengaged produced 28% less
revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23%
less revenue than their engaged counterparts. Engaged employees also outperformed the not
engaged and actively disengaged employees in other divisions.[1]
[edit] Generating engagement
Recent research has focused on developing a better understanding of how variables such as
quality of work relationships and values of the organization interact and their link to important
work outcomes.[11] 84% of highly engaged employees believe they can positively impact the
quality of their organization's products, compared with only 31 percent of the disengaged.[1]
From the perspective of the employee, "outcomes" range from strong commitment to the
isolation of oneself from the organization.[12] The study done by the Gallup Management Journal
has shown that only 29% of employees are actively engaged in their jobs. Those "engaged"
employees work with passion and feel a strong connection to their company. About ⅔ of the
business units scoring above the median on employee engagement also scored above the median
on performance.[4] Moreover, 54% of employees are not engaged meaning that they go through
each workday putting time but no passion into their work. Only about ⅓ of companies below the
median on employee engagement scored above the median on performance.[4]
5. Access to a reliable model enables organizations to conduct validation studies to establish the
relationship of employee engagement to productivity/performance and other measures linked to
effectiveness.[11]
It is an important principle of industrial and organizational psychology (i.e. the application of
psychological theories, research methods, and intervention strategies involving workplace issues)
that validation studies should be anchored in reliable scales (i.e. organized and related groups of
items) and not simply focus on individual elements in isolation. To understand how high levels
of employee engagement affect organizational performance/productivity it is important to have
an a priori model that demonstrates how the scales interact.[13]
There is also overlap between this concept and those relating to well-being at work and the
psychological contract.[4] Research by Gallup Consulting has shown a strong correlation between
the degree of well-being of an individual and the extent to which they are engaged as am
employee - high well-being yields high engagement. A well and engaged employee is likely to
have less sick days, lowering the cost of lost productivity to their organization, and come to work
energized and focused. A well and engaged employee is efficient and effective and a valuable
asset in the workplace.
As employee productivity is clearly connected with employee engagement, creating an
environment that encourages employee engagement is considered to be essential in the effective
management of human capital.[12]
[edit] Drivers of Engagement
While it is possible to measure engagement itself through employee surveys, this does not assist
in identifying areas for improvement within organisations. There are a range of factors, known as
drivers, that are thought to increase overall engagement. By managing the drivers, an
organisation can effectively manage engagement levels of its employees. Drivers such as
communication, performance clarity and feedback, organisational culture, rewards and
recognition, relationships with managers and peers, career development opportunities and
knowledge of the organisation's goals and vision are some of the factors that facilitate employee
engagement. Some points from the research are presented below:
* Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and
Dan Crim, "...an employees attitude toward the job['s importance] and the company had the
greatest impact on loyalty and customer service then all other employee factors combined."[12]
* Employee clarity of job expectations - "If expectations are not clear and basic materials and
equipment are not provided, negative emotions such as boredom or resentment may result, and
the employee may then become focused on surviving more than thinking about how he can help
the organization succeed."[5]
* Career advancement/improvement opportunities - "Plant supervisors and managers
indicated that many plant improvements were being made outside the suggestion system, where
6. employees initiated changes in order to reap the bonuses generated by the subsequent cost
savings."[13]
* Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a
sense of where they’re going, but many organizations are remarkably bad at giving it."[5] "'What
I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a
check.'"[10]
* Quality of working relationships with peers, superiors, and subordinates - "...if employees'
relationship with their managers is fractured, then no amount of perks will persuade the
employees to perform at top levels. Employee engagement is a direct reflection of how
employees feel about their relationship with the boss."[12]
* Perceptions of the ethos and values of the organization - "'Inspiration and values' is the most
important of the six drivers in our Engaged Performance model. Inspirational leadership is the
ultimate perk. In its absence, [it] is unlikely to engage employees."[10]
* Effective Internal Employee Communications - which convey a clear description of "what's
going on". "'If you accept that employees want to be involved in what they are doing then this
trend is clear (from small businesses to large global organisations). The effect of poor internal
communications is seen as its most destructive in global organisations which suffer from
employee annexation - where the head office in one country is buoyant (since they are closest to
the action, know what is going on, and are heavily engaged) but its annexes (who are furthest
away from the action and know little about what is happening) are dis-engaged. In the worst
case, employee annexation can be very destructive when the head office attributes the annex's
low engagement to its poor performance… when its poor performance is really due to its poor
communications.
* Reward to engage - Look at employee benefits and acknowledge the role of incentives. "An
incentive to reward good work is a tried and test way of boosting staff morale and enhancing
engagement." There are a range of tactics you can employ to ensure your incentive scheme hits
the mark with your workforce such as: Setting realistic targets, selecting the right rewards for
your incentive programme, communicating the scheme effectively and frequently, have lots of
winners and reward all achievers, encouraging sustained effort, present awards publicly and
evaluate the incentive scheme regularly. [14]
In "A Historical Perspective of Employee Engagement: An Emerging Definition", Michael
Bradley Shuck and Karen K. Wollard study the evolution of the term employee engagement and
synthesize a possible consensus definition. Why is employee engagement an important concept?
Shuck and Wollard write:
Employee engagement has generated a great deal of interest in recent years as a widely used term
in organizations and consulting firms (Macey& Schneider, 2008) especially as credible evidence
points toward an engagement-profit linkage (Czarnowsky, 2008). Employee engagement has
been characterized as "a distinct and unique construct that consists of cognitive, emotional, and
behavioral components . . . associated with individual role performance" (Saks, 2005, p. 602).
7. Engaged employees often display a deep, positive emotional connection with their work and are
likely to display attentiveness and mental absorption in their work (Saks, 2006). Although
engaged employees are consistently more productive, profitable, safer, healthier, and less likely
to leave their employer (Fleming &Asplund, 2007; Wagner & Harter, 2006), only 30% of the
global workforce is estimated to be engaged (Harter, Schmidt, & Hayes, 2002; Saks, 2006).
Nonetheless, despite continued evidence of linkages to positive business outcomes, employee
engagement is declining (Czarnowsky, 2008).
The first published use of the term employee engagement was in the Academy of Management
Journal article "Psychological Conditions of Personal Engagement and Disengagement at Work"
(W. Kahn, 1990), but since then many varied and conflicting definitions of employee
engagement have made it difficult to compare and contrast research findings. To determine a
common definition, Shuck and Wollard reviewed 140 articles that mentioned employee
engagement and observed four areas of consistency or inconsistency:
1. Engagement is a personal decision, not an organizational decision as implied by some
definitions.
2. While early definitions treated engagement as an atomic concept, later definitions divided
it into three basic concepts: emotional, behavioral and cognitive engagement.
3. Employee engagement has "no physical properties, but is manifested and often measured
behaviorally". Different definitions look at behavior as the employee's basic job
performance or extended effort or the success of the employer.
4. Employee engagement is about the behaviors that meet or exceed organizational goals.
Synthesizing the reviewed definitions, Shuck and Wollard define employee engagement as "an
emergent and working condition as a positive cognitive, emotional, and behavioral state directed
toward organizational outcomes".
8. Confusion is sometimes caused by people using the term interchangeably for other constructs,
such as employee commitment, job satisfaction, employee happiness or internal communication.
Defining employee engagement
There are numerous definitions of employee engagement; the two noted below are most relevant
to this resource:
The Work Foundation’s definition:
Employee engagement describes employees’ emotional and intellectual commitment to their
organisation and its success. Engaged employees experience a compelling purpose and meaning
in their work and give of their discrete effort to advance the organisation’s objectives.
The Best Companies’ definition:
Engagement can be defined as an employee’s drive to use all their ingenuity and resources for
the benefit of the company.
On a more intuitive level, employee engagement is about how people behave at work. It refers to
the extent to which people in an organisation know what they have to do, and willingly give of
their discretionary effort to do that. It is the difference between people coming to work and doing
9. an adequate job, and people coming to work and really giving of their best, displaying creativity
and using their initiative.
Engagement can be seen as ultimately about performance, because harnessing the discretionary
effort of people does improve performance. If individuals are performing at the top of their
potential, then it makes sense that teams, divisions, departments and organisations will work
more effectively. Customers will receive better service. Efficiency will improve. Waste will be
reduced. Overall, performance will be enhanced
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