Engaged employees are more likely to be healthy employees

Weaver, John Michael

doi:10.1037/e677922011-001

Cited by 2 publications

(2 citation statements)

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“…The result is also reflected in greater customer satisfaction and loyalty, lower fluctuation and less absenteeism and presenteeisem, fewer accidents at work, higher profits, higher efficiency and productivity, and better quality of work. Harter and Adkins (2015) explain that engaged employees are less likely to have health problems. Research shows that unengaged employees face much more health problems than committed employees.…”

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confidence: 99%

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

Rožman¹,

Treven²,

Čančer³

2020

JEEMS

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Generational differences present a new aspect of diversity among employees in the workplace. The increasing number of older employees and negative attitudes of younger employees toward them create the need for better understanding between generations and the need to improve mutual cooperation among age-diverse employees in an organisation. The main objective of the paper is to determine the impact of intergenerational synergy on the work engagement of older employees in Slovenia. For this purpose, empirical research was conducted in medium-sized and large companies among employers and older employees in Slovenia. Factor analysis was used to replace a large number of statements with a smaller number of factors - new variables with which we performed a simple linear regression. Based on the results, we confirmed the hypothesis that promoting intergenerational synergy in companies has a statistically significant positive impact on the work engagement of older employees in Slovenia. In this context, companies should take the following measures: eliminate discrimination of older employees, promote intergenerational synergy, and promote intergenerational understanding between young and older employees.

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confidence: 99%

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

Rožman¹,

Treven²,

Čančer³

2020

JEEMS

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“…In recent years, there has been a great amount of interest and focus on employee engagement, partly due to its impact on employee performance. [1][2][3] For healthcare organisations, this could even positively influence patient outcomes. 4,5 As such, many organisations are looking to better engage their employees, so as to motivate and retain talented and productive individuals.…”

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confidence: 99%

The hard truth about soft skills: Exploring the association between leadership competency and career advancement of allied health professionals

Koh

Ang

Lee

et al. 2022

Proceedings of Singapore Healthcare

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Backgroud: Globally, employee engagement in healthcare organisations is low, with career advancement one of its main determinants. It may be useful for healthcare organisations to determine the factors of career advancement, to guide them to more effectively engage their workforce. Leadership competency is factor that may be crucial in influencing career advancement for healthcare employees. To our knowledge, a comprehensive analysis on its impact on the perception of career advancement within the healthcare setting has not been conducted. Research Design: An ecological, cross-sectional study was conducted, aimed at examining the association between leadership competency of healthcare professionals and perceptions of career advancement. Poisson generalized-estimating-equation models were fitted to estimate the adjusted rate ratios with bootstrap 95% confidence intervals for the associations of the AHEAD items with the number of favourable responses on the career advancement items. In each model, we accounted for clustering by departments and controlled for length of service as a confounder. Results: Statistically significant predictors of perception of career advancement were found, and included skills - Interpersonal Skills (aRR 1.53 CI 1.12–2.96), Motivating (aRR 1.31 CI 1.10–2.16), and Mentoring (aRR 1.30 CI 1.08–1.13); and values - Compassion (aRR 1.37 CI 1.17–3.40), and Collegiality (aRR 1.31 CI 1.00–1.99). Conclusion: Our findings show an association between some components of leadership competency and the perception of career advancement. These results provide initial evidence that apart from hard skills, soft skills may play an equally (or more important) role in influencing the perception of career advancement.

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Engaged employees are more likely to be healthy employees

Cited by 2 publications

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The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

The hard truth about soft skills: Exploring the association between leadership competency and career advancement of allied health professionals

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