Employee Engagement: A Review Paper on Factors Affecting Employee Engagement

Chandani, Arti; Mehta, Mita; Mall, Akanksha; Khokhar, Vashwee

doi:10.17485/ijst/2016/v9i15/92145

Cited by 105 publications

(87 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Even though there is not an official and agreed set of practices, some of the frequently cited practices include: training and development, performance-linked compensation and promotion (Raineri, 2017), job security (Shanker et al, 2017), as well as work design (Van der Voet and Van de Walle, 2018) and internal communication (Chandani et al, 2016).…”

Section: High Performing Human Resource Practices and Innovationsmentioning

confidence: 99%

“…As another dependable variable, internal communication and its strategies are crucial for employee engagement. Employee engagement was shown to have a significant correlation with the innovation of an organization and as a consequence -organizational performance (Chandani et al, 2016). Therefore, internal communications have grown tremendously within both public and corporate sectors.…”

Section: High Performing Human Resource Practices and Innovationsmentioning

confidence: 99%

See 1 more Smart Citation

Human Resource Practices, Failure Management Approaches and Innovations in Serbian Public Administration

Radonić

Milosavljević

2019

TRAS

View full text Add to dashboard Cite

This paper responds to a recent call for research on public administration innovations as a necessity for the development of modern governance. In particular, this paper aims to examine the role of high-performing human resource practices in fostering the innovation of public administration. In addition, the study explores the mediating effect of failure management practices on innovativeness. A sample of 618 political appointees and civil servants from Serbian central administration was used to test the aforementioned hypotheses. The results indicate that high performing human resource practices have a positive effect on innovativeness. However, the magnitude of specific practices varies significantly.

show abstract

Section: High Performing Human Resource Practices and Innovationsmentioning

confidence: 99%

Section: High Performing Human Resource Practices and Innovationsmentioning

confidence: 99%

Human Resource Practices, Failure Management Approaches and Innovations in Serbian Public Administration

Radonić

Milosavljević

2019

TRAS

View full text Add to dashboard Cite

show abstract

“…Berdasarkan pemaparan sebelumnya pada subbab 2.2 maka pada penelitian ini penulis akan menganalisis faktor-faktor yang mempengaruhi keterikatan karyawan tim pengembang di KI dengan menggabungkan faktor-faktor yang diteliti Jyoti Naganath Shinde, V K.Sawant (2015) [8] dengan menambahkan faktor communication, career development dan emotional dari penelitian Arti Chandani, Mita Mehta, Akanksha Mall dan Vashwee Khokhar (2016) [10] .…”

Section: Model Faktor Penelitianunclassified

Perancangan Model Keterikatan Karyawan pada Tim Pengembang Scrum (Studi Kasus CV.Kabita Informatika)

Ramdhon¹,

Putra²

2018

JTK3TI

View full text Add to dashboard Cite

CV.Kabita Informatika (KI) merupakan start-up company yang bergerak dalam bidang informasi dan teknologi. KI berfokus pada pembangunan perangkat lunak berbasis mobile. Demi mempertahankan eksistensi dan persaingan KI terus berupaya meningkatkan kualitas dan kuantitas mutu pada pembangunan aplikasi. Seiring dengan banyaknya jumlah produk dan proyek aplikasi yang dikerjakan KI disertai dengan dinamisnya Sumber Daya Manusia (SDM) di tim pengembang tak luput dari adanya permasalahan seperti fluktuatifnya kualitas output, turnover yang tidak bisa ditebak waktunya, efektifitas transfer knowledge yang belum optimal, komunikasi internal tim, adanya keluhan Employee Employment Opportunity (EEO) dan lain-lain. Salah satu solusi untuk mengatasi hal tersebut selain dari sisi teknologi adalah dengan menciptakan keterikatan karyawan di perusahaan itu sendiri. Demi terciptanya keterikatan karyawan yang baik serta tepat guna maka penting bagi perusahaan untuk mengetahui faktor-faktor apa saja yang mempengaruhinya keterikatan karyawan, bagaimana hubungan antar faktor tersebut dan rekomendasi aksi seperti apa yang sesuai dengan lingkungan kerja tim pengembang perangkat lunak di KI.Oleh karena itu, perancangan model keterikatan karyawan yang diteliti ini dapat menjadi solusi bagi perusahan pada umumnya dan tim pengembang pada khususnya untuk memahami faktor apa saja yang mempengaruhinya, bagaimana hubungan antar faktor tersebut dan rekomendasi aksi apa yang harus dilakukan untuk menciptakan keterikatan karyawan yang sesuai di KI.Berdasarkan hasil uji hipotesis, didapatkan beberapa kesimpulan antara lain : Faktor yang mempengaruhi dan berdampak signifikan terhadap keterikatan karyawan secara langsung di KI yaitu faktor pengembangan karir (career development) dengan nilai original sample 0.264182; Faktor kepemimpinan (leadership) berdampak signifikan terhadap faktor emosi (emotional) dengan nilai original sample 0.249934; Rekomendasi yang dapat diberikan, yaitu KI diharapkan dapat memperhatikan faktor emosi (emotional) untuk meningkatkan keterikatan karyawan terhadap perusahaan dikarenakan memiliki nilai original sample emosi (emotional) paling kecil sebesar 0.027366.

show abstract

“…The results showed that empowerment, which includes four dimensions of potential, meaningfulness, autonomy, and impact, is more likely to improve organisational performance compared to traditional leadership. The improvement was mainly reflected in employee performance results such as team productivity, proactive quality, and customer service, also towards employee attitudes such as job satisfaction and organisational commitment [ 4 ].…”

Section: Introductionmentioning

confidence: 99%

Acceptance of Leadership Empowerment Efforts for Female Employees in Three Dental Hospitals

Jasrin

Suwargiani

Wardani

et al. 2020

International Journal of Dentistry

View full text Add to dashboard Cite

Introduction. Empowerment is an organisational effort in increasing the willingness and ability of employees to be more independent in performing their duties. Employee leadership empowerment substantially increases motivation, performance, and commitment to the organisation. Leadership empowerment includes self-determination, competence, meaning, and impact. The purpose of this study was to determine the acceptance of leadership empowerment efforts for female employees in three dental hospitals in Bandung. Methods. A descriptive survey was conducted and the study population was dental hospitals in Bandung. The exclusion criteria were dental hospitals which unwillingly followed the research. The inclusion criteria were dental hospitals that have empowered female employees. The data collection technique was performed with total sampling. The research sample amounted to 102 people from three dental hospitals—all data were collected using a validated questionnaire. Data analysis was performed using relative frequency distribution. Results. Leadership empowerment for female employees in three dental hospitals in Bandung has been given by each. The highest acceptance of empowerment efforts for female employees was shown by employees of Dental Hospital of Jenderal Achmad Yani University, followed by Dental Hospital of Universitas Padjadjaran, and subsequently Dental Hospital of Maranatha Christian University. The level of acceptance of empowerment efforts that need to be improved in three Dental Hospitals in Bandung was self-determination or autonomy at work. Employees must be given more freedom on performing their duties, developing their careers, and acting more independently. Conclusion. Acceptance of leadership empowerment for female employees in three dental hospitals in Bandung has been demonstrated in each. Acceptance of leadership empowerment efforts in all subdimensions of empowerment needs to be improved, primarily related to self-determination.

show abstract

Employee Engagement: A Review Paper on Factors Affecting Employee Engagement

Cited by 105 publications

References 0 publications

Human Resource Practices, Failure Management Approaches and Innovations in Serbian Public Administration

Human Resource Practices, Failure Management Approaches and Innovations in Serbian Public Administration

Perancangan Model Keterikatan Karyawan pada Tim Pengembang Scrum (Studi Kasus CV.Kabita Informatika)

Acceptance of Leadership Empowerment Efforts for Female Employees in Three Dental Hospitals

Contact Info

Product

Resources

About