The Impact of Management Methods on Employee Engagement

Abstract

The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two research questions drove the research process: (RQ1) What are the links between people-oriented management and non-people-oriented management, direct (active and passive) participation, and work engagement? (RQ2) Does direct participation (active and passive) mediate the relationship between people and non-people-oriented management and employees’ engagement? To this end, 1037 employees of companies operating in Poland reported the intensity of people-oriented management, non-people-oriented management, and direct (active and passive) participation. Research findings revealed that people-oriented management and active participation (i.e., co-deciding) are the most significant for work engagement. Not only does non-people-oriented management entail a low level of engagement but a lower level of direct participation as well. As far as the dimensions of engagement are concerned (i.e., vigour, dedication, and absorption), if one of them is more intense, the other are intense as well. People-oriented management translates into active participation and the latter into engagement in all the three dimensions. A structural equation model demonstrated that perceived people-oriented management and active participation were strong, positive, and significant predictors of work engagement.

The Role of Inclusive Leadership Behaviours on Innovative Workplace Behaviour with Emphasis on the Mediator Role of Work Engagement

“…Engaged employees are proactive in and enthusiastic about their respective roles, which guide them to be happily engaged in their work and be willing to embark on initiatives (Russell, Liggans, & Attoh, 2018). The managerial style that is oriented to individual and collective participation (in decision-making) is particularly significant to work engagement (Baran & Sypniewska, 2020).…”

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

“…Talib and Rahman [4] consider that PDM is concerned with how employers allow their employees to be involved in organizational decision making. Previous studies have focused on a type of PDM, such as consultative or delegative [5], direct or indirect [6,7], or active or passive [8], but only a few are based on the matter of decision making [9][10][11]. This paper aims to shed light on this issue, analyzing PDM from two different perspectives: operational, when employees decide on direct tasks (i.e., how to organize their work, time, and speed and how to set their own schedules and goals) [12], and organizational, in which they have a decision on organizational matters (i.e., vision, mission, organizational goals) [13].…”

Work-related stress and employee engagement among millennial workforce in the new normal

“…It can be concluded that work-related stress specifically Control has a significant relationship with employee engagement specifically Dedication and Absorption while Control has no significant relationship with Vigor. In support to this, Baran and Sypniewska (2020) declared that their research findings revealed, through a structural equation model, that people-oriented management and active participation or co-deciding by employees are significant predictors for work engagement. As far as the dimensions of engagement are concerned (i.e., vigor, dedication, and absorption), their values are considered directly proportionate, thus, when one increases, the other one also increases.…”

“…Additionally, Baran and Sypniewska (2020) declared that their research findings revealed, through a structural equation model, that people-oriented management and active participation or co-deciding by employees are significant predictors for work engagement. As far as the dimensions of engagement are concerned (i.e., vigor, dedication, and absorption), their values are considered directly proportionate, thus, when one increases, the other one also increases.…”