Author: Dana E. Jordan
Publisher:
ISBN:
Category :
Languages : en
Pages : 0

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Book Description

Author: Arnold B. Bakker
Publisher: Psychology Press
ISBN: 1136980881
Category : Business & Economics
Languages : en
Pages : 218

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Book Description
This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.

Author: Tanyu Zhang
Publisher:
ISBN:
Category : Corporate culture
Languages : en
Pages : 267

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Book Description
Employee engagement has long been regarded as important to business performance. Numerous consultants and some academic researchers report a strong link between employee engagement and organizational performance, while other studies have suggested that up to 80 percent of workers are 'not engaged' or 'disengaged' at their workplace. Gallup estimated that disengaged workers cost US business $270-343 billion per year because of low productivity, making the topic of how to increase employee engagement of great interest to leaders and human resource practitioners. Yet, despite the practical importance of understanding employee engagement better, relatively little research has been conducted into this field by academic researchers. -- To gain insight into how to enhance employee engagement levels, this study investigated the relationship between employee engagement and four perceived leadership styles - classical, transactional, visionary (transformational or charismatic), and organic (distributed). Much of the literature emphasizes that follower characteristics also influence the leader-follower relationship and, in this thesis, the roles of three employee characteristics were examined: employees' need for achievement, equity sensitivity, and need for clarity. -- A sample of 439 sales assistants in Sydney, Australia, completed a questionnaire survey. Multiple item scales measured leadership styles, employee engagement, and the three moderator variables of employee characteristics. Structural Equation Modeling was used for factor, path, and multi-group analyses. -- Overall, the results suggest that employee engagement is associated with an employee's perception of leadership style in his/her direct supervisor - negatively when classical or transactional leadership styles are perceived, and positively in the case of visionary or organic leadership. Moreover, the three employee characteristics moderate the relationship between perceived leadership styles and employee engagement in different ways. Regarding need for achievement, the higher employees' score on this variable is, the weaker the negative association is between employee engagement and classical or transactional leadership, and the stronger the positive association is between perceived visionary or organic leadership styles and employee engagement. By contrast, the higher equity sensitivity is, the stronger is the negative association between perceived classical or transactional leadership styles and employee engagement, and the weaker is the positive association between visionary or organic leadership and employee engagement. Finally, the higher employees' need for clarity is, the weaker is the negative association found between perceptions of classical or transactional leadership and employee engagement, whereas where employees' need for clarity is high, the positive association between visionary or organic leadership styles and employee engagement is weakened. The above results show that, as defined, the moderating variable has a strong contingent effect on the original relationship between the independent and dependent variables. -- This thesis makes three main contributions to knowledge. The first is in introducing a new scale verifying that the behavioral-outcome factors in the employee engagement construct consist of say, stay, and strive. The second contribution is the finding that perceived leadership styles are associated in varying ways with employee engagement. The third contribution is to theory by providing empirical support for leadership and followership theories that emphasize the role of the follower; specifically, this thesis demonstrates that employee characteristics moderate the relationship between perceived leadership styles and employee engagement. -- The findings have three major practical applications. (1) During the recruitment process, organizations should aim to appoint employees who exhibit characteristics predicting potentially high employee engagement. (2) Direct supervisors should adopt leadership styles that drive engagement in their employees. (3) Employee characteristics should be considered when adopting leadership styles for enhancing employee engagement.

Author: Rieke Weller
Publisher: GRIN Verlag
ISBN: 366891964X
Category : Business & Economics
Languages : en
Pages : 43

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Book Description
Research Paper (undergraduate) from the year 2019 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Aarhus (Management), language: English, abstract: An analysis of the relationship between leadership and employee engagement and the impact of the direct manager. This relation will be further examined through the practical example of Company X’ annual employee engagement survey. Leadership has the potential to influence the factors that affect the engagement level of the workforce to a great extent and is a crucial element when developing and increasing employee engagement. The aim is to leverage employee engagement in order to reach a high performance within an organization. But the discrepancy between the perceived importance of engagement and the level of engagement that actually exists in corporations today presents a serious gap between employees, organizations and Human Resource professionals. When tying employees and employers together in an employment relationship, it is expected that organizations align the interests of their employees to those of the firm. This is essential to make sure that employees act in ways expected of the organization and aligned with the corporate objectives to positively impact the outcome.

Author: Robert C. Hilton
Publisher:
ISBN:
Category : Employees
Languages : en
Pages : 324

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Book Description

Author: Abutaleb Zarban
Publisher:
ISBN:
Category : Employee motivation
Languages : en
Pages : 78

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Book Description
"Engaged employees have a positive impact on organizational outcomes. In fact, employees who are highly committed to their jobs tend to perform better, and such employees are less likely to quit. Leaders in the workplace have the potential to influence employee work engagement. Different leadership styles might drive employee engagement to different extents. The purposes of this study are twofold: to identify the leadership styles and drivers that lead to engaged employees, and to contribute to the literature of employee engagement in the context of hospitality and tourism. This study used a quantitative method, specifically survey that was distributed to the United States hotel employees through Amazon M-Turk. The survey measures employee level of engagement using UWES and leadership styles using MLQ in addition to 18 drivers of engagement and 10 demographic questions. This study found that ‘fairness’ was evaluated as the most valuable driver to make employees feel engaged at work. The findings of this study showed that there is significant relationship between transformational and transactional leadership behavior and employee engagement whilst significant negative correlation was found between the perceived passive/avoidant leadership and employee engagement. Discussion, implications, limitations, and future research are presented."--Abstract.

Author: Raimi-Akinleye Abiodun
Publisher: AuthorHouse
ISBN: 1452043531
Category : Education
Languages : en
Pages : 110

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Book Description
Every organization is looking for ways to improve employee participation, loyalty and engagement; which most scholars believe could help with the organization' performance. We all know that leading with character is a good management skill for any leader that wants to be successful and effective. In this book, the following are seen as some characteristic behaviors that could distinguish a competitive and skillful leaders from others. When you are visible in the organization, know how to handle diversity, set expectations and most importantly know how to communicate and listen to your customers and employees, the result is always good for the organization. People begin to feel valued, respected and their sense of belonging begins to improve. The impact of employee feelings and perceptions will be seen on how they feel about the organization in general. The importance of good leadership on organization's performance and productivity is unquestionable and should be a driving force for leaders to demonstrate behaviors that are essential and productive.

Author: Robert Wood
Publisher:
ISBN: 9781862740259
Category : Decision making
Languages : en
Pages : 49

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Book Description

Author: Dilys Robinson
Publisher:
ISBN: 9781851843367
Category : Employee motivation
Languages : en
Pages : 73

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Book Description
Engagement is a frequently used and fashionable term. Some companies have 'engagement models' and are attempting to measure levels of engagement, perhaps to input to the balanced scorecard, or for incorporation into the human capital report. This book deals with employee engagement.

Author: Lesego Tlailane
Publisher:
ISBN:
Category :
Languages : en
Pages :

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Book Description
Positive levels of employee engagement can be an organisation's sustainable competitive advantage. Engaged employees not only save the organisation money in terms of recruitment costs, but make the organisation money through increased productivity, sales, and quality of product. While much research has been conducted on the positive relationship between transformational leadership and employee engagement, this research goes further to understand whether there are merits to contextual leadership behaviours. The study aimed to test if significant relationships exist between employee engagement and perceived transformational and service leadership behaviours. Furthermore, the contextual nature of these relationships would be unpacked to better help organisations target specific training interventions for managers to develop relevant leadership behaviour. Quantitative research methods were used to test the hypotheses. A cross-sectional self-questionnaire was used to collect data. A final sample size of 165 participants was utilised for the analysis. The hypotheses were tested using correlation and regression analysis. The study found that significant positive relationships exist between employee engagement and perceived transformational and service leadership. Furthermore, the employee engagement relationship with perceived transformational leadership was found to be consistent across sectors, whereas service leadership was found to be contextual. This study thus contributes to the literature in the fields of employee engagement and leadership.