Issues in Introduction of Concept of Employee Engagement in Japanese Companies

Ikemizu, Morihiko; Hosoda, Takaaki; Matsuo, Tokuro

doi:10.29007/scjx

Cited by 2 publications

(2 citation statements)

References 8 publications

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“…To better clarify the antecedents of EE, a survey on OE should be conducted. We developed a conceptual model in which EE has a two-layered structure that exists simultaneously in both formal and informal organizations [20] by drawing on Barnard's organizational theory [22]. The antecedents of OE for Saks were "Perceived organizational support" and "Procedural justice" [13].…”

Section: Lack Of Research On Oementioning

confidence: 99%

Some Antecedents of Employee Engagement of Japanese Companies

Ikemizu,

Maruyama,

Hosoda

et al. 2024

Information Engineering Express

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Corporate human resource managers and institutional investors place a high value on employee engagement (EE) in Japanese companies and demand proactive disclosure of this information as human capital information (HCI). Currently, this demand for disclosure has been growing stronger in Europe and the United States. Therefore, Western HR consulting firms are providing services to Japanese companies with suggestions for improving EE. It is unclear whether this service is suitable because of the differences in employment systems between Western countries and Japan. However, EE should be appropriately enhanced in Japanese companies. This paper uses an employee survey of Japanese companies to identify EE antecedents. A multiple-indicator model was created by analyzing the covariance structure of the survey results. Four factors were extracted from this analysis. Two antecedents, "Empowerment" and "Loyalty," were identified as constituting "Engagement." This result is generally consistent with the "job engagement" results of Saks' study. This consistency indicates that our research results are adequate. In the future, we will also investigate organizational engagement, which is missing in our findings, and identify more EE antecedents.

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Section: Lack Of Research On Oementioning

confidence: 99%

Some Antecedents of Employee Engagement of Japanese Companies

Ikemizu,

Maruyama,

Hosoda

et al. 2024

Information Engineering Express

View full text Add to dashboard Cite

show abstract

“…Figure 1. schematically illustrates Saks' concept of employee engagement [10]. It proposes that companies generate employee engagement among their employees by offering them certain incentives.…”

Section: A What Is "Engagement"?mentioning

confidence: 99%

Factors Affecting Employee Engagement Based on an Employee Attitude Survey in Japan

Ikemizu

Maruyama

Hosoda

et al. 2022

IIAI Letters on Business and Decision Science

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Japanese companies are beginning to recognize the importance of employee engagement. However, many companies have not been able to leverage employee engagement to increase their corporate value. This is possibly because it is difficult to determine and utilize the factors affecting employee engagement. To clarify the relationship between engagement and its influencing factors, we constructed a multiple indicator model and performed a covariance structure analysis. Data for the analyses were obtained from the 2019 "Survey on Work Styles and the Current Conditions Related to Labor Shortage," conducted by the Japan Institute for Labour Policy and Training. We then extracted four factors to create an "engagement model". The study identified two factors that influence engagement: empowerment and loyalty. The results can be used to inform policies on improving employee engagement by leveraging these factors.

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Issues in Introduction of Concept of Employee Engagement in Japanese Companies

Cited by 2 publications

References 8 publications

Some Antecedents of Employee Engagement of Japanese Companies

Some Antecedents of Employee Engagement of Japanese Companies

Factors Affecting Employee Engagement Based on an Employee Attitude Survey in Japan

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