Purpose – The purpose of this paper is to examine literature in order to explore the reasons why performance management (PM) positively affects employee engagement (EE) as well as how PM should be conducted to achieve EE. It also provides future research suggestions. Design/methodology/approach – Derived from substantial literature review, approaches describing how three PM processes (performance agreement, on-going feedback, and performance evaluation) can enhance EE are discussed. Findings – Throughout the three PM processes, the following should be applied to foster EE: employee development facilitation and support, employee involvement, trust, and justice. In order to have a PM system achieve EE, the broad context and culture of organizations may have to change to be sustainability oriented. Research limitations/implications – Future research can test possible associations between a set of integrated PM activities and Kahn’s (1990) concept of three psychological conditions (meaningfulness, availability, and safety), leading to EE, and eventually sustainable corporate performance outcomes. Research examining associations between particular preceding sustainable contextual elements and PM, leading to engagement, also deserves attention. Practical implications – One practical implication of this paper is that it may provide possible guidance to managers seeking to engage their employees when managing their performance, and increase awareness of potential constraints created by non-sustainable contextual elements. Originality/value – This paper fulfills a need to explore how PM can be conducted to achieve EE, which is still scarce in current literature and research. The paper offers a holistic perspective that sustainable contexts in organizations are also needed, if PM to engage employees will flourish.

PurposeThe aim of this paper is to adopt Avery and Bergsteiner's 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership practices of Thailand's oldest university.Design/methodology/approachAvery and Bergsteiner's principles were grouped into six categories for analysis: long‐term perspective, staff development, organizational culture, innovation, social responsibility, and ethical behavior, providing the framework for analysis of the university. Adopting a multi‐data collection approach, research teams supplemented case study data with participant observations, and reference to documentation and information supplied by, or published about the university. Semi‐structured interviews were held with multiple stakeholders.FindingsSix core sets of practices consistent with 21 sustainable leadership practices are identified: a focus on a long‐term perspective, staff development, a strong organizational culture, innovation, social and environmental responsibility and ethical behavior.Practical implicationsSince sustainable leadership principles link to enhanced brand and reputation, customer and staff satisfaction, and financial performance, the Sustainable Leadership Grid provides educational leaders with a useful checklist for this purpose.Originality/valueThis paper contains the first examination of sustainable leadership in the higher education sector. It shows that even a public service organization can adopt the long‐term, socially responsible principles of sustainable leadership.

No abstract

PurposeThe purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.Design/methodology/approachExtending previous research, the present study examines relationships between vision realization factors and employee satisfaction. Derived from the literature, these vision realization factors are vision communication, motivation, and empowerment of employees. In total, five directional hypotheses are developed and tested accordingly through a series of regression analyses.FindingsFindings indicate that vision communication, motivation, and empowerment of employees are directly predictive of enhanced employee satisfaction at the Thai state enterprise.Practical implicationsTo enhance employee satisfaction, supervisors of all levels at the Thai state enterprise should focus on frequently communicating their vision to their direct subordinates, particularly through written and technology‐mediated channels. The supervisors should also delegate work to their subordinates, provide resources and support services to them, and encourage them to make more decisions regarding daily operations. The supervisors should additionally act as a role model for their subordinates, build subordinates' self‐confidence, create challenges for them, and reward subordinates who act consistently with their vision.Originality/valueAlthough leaders are widely exhorted to espouse vision and vision‐based leadership was empirically endorsed in the Thai culture, vision‐based leadership and its effects have been little investigated in the Thai state enterprise sector. This paper contributes to this area.

Abstract:The purpose of this paper is to examine whether Thai organisational leaders develop a vision for their organisation and people. It also explores the nature of these visions to see if corporate sustainability is mentioned in the content of these visions, since this issue has been receiving more attention these days. The sample of the study comprises of 298 CEOs, or other senior representatives as assigned by the CEOs, and business owners who were asked to respond to a questionnaire containing questions regarding organisational visions. All respondents are members of the Thai Chamber of Commerce, which assisted with this study. The findings indicate that the themes of the visions obtained still focus on business-related topics. However, the content related to sustainability seems to emerge. The rationale for these findings and recommendation for further study are also discussed.