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Employee innovation as a form of employee engagement is affected by numerous organizational factors and personal employee attributes. This study modeled the system of factors impacting the manifestation of employee innovation. Additionally, this model evaluates the achievement of engagement and impact on the competitive advantage as a result of employee innovation. A questionnaire for psychometric indicators was provided to two government owned production maintenance groups at the same naval base. Using structural equation modeling with latent variables, this study collected 190 survey responses to measured indicators for innovation, formal devices, relationships, self-efficacy, and motivations. Additionally, historical data was collected to measure indicators for engagement and perceived competitiveness. This study supports innovation as method for achieving employee engagement with a positive, significant direct effect between the latent variables. The chosen metrics for perceived competitiveness indicators did not hold strong correlations and further analysis resulted in indeterminant effects of innovation on performance metrics. This study confirmed the presence of previous factors found impactful to employee innovation, but with further analysis on the direct and indirect relationships within the system. Organizational factors such as formal devices and relationships did not have a direct impact on innovation and are mediated by intrinsic attributes such as self-efficacy and motivations. These intrinsic attributes have a significant impact on innovation and are mediated by the presence of formal challenges within the workplace. Furthermore, control mediates the effect of formal devices on the first step of the innovation process specifically, idea generation. The use of organizational factors in pursuit of employee innovation is achieved through the realization of employees' personal intrinsic attributes of self-efficacy and motivation.

Concerns the current and proposed mandatory requirements for employers to collectively consult those who work for them. Shows that the rhetoric in favour of consultation as a process of co‐operation in the mutual interests of both employers and employees can lead to weak and ineffective legislation. Rather than having a model of mutuality of interests, it might be necessary to adopt a conflictual model, where mandatory consultation is seen as imposing obligations on employers and giving rights to employees.

While few compensation managers would claim that they have full knowledge of what motivates employees, many act as if they do. Their results suggest, however, that their insights have been less than perfect and often not cost-effective. "That's why companies are taking a new approach to ...

Whistleblowers have received much media attention and scrutiny during the last decade due to high-profile corporate scandals and reports of unlawful activities in government and private sector corporations. There is a changing trend in the perception of whistleblowers from troublemakers to loyal employee. Interviews, based on a FBI whistleblower case, were conducted with eight employees in a Fortune 200 company. Results of qualitative analysis and findings reported in this paper support the perception of whistleblowers as loyal employees who have a strong sense of right and wrong, and are committed to calling attention to wrongdoing. The solution proposed is a call for corporations to adopt effective policies and procedures for employees to disclose any improprieties or misconduct to maintain the integrity of the organization.

Achieving employee engagement is crucial to the success and continued high performance of any organization. But with budgets tighter than ever before, economic struggles and an increasingly stressful workplace for staff, this has become a difficult task.Aimed at HR practitioners and managers Employee Engagement offers a complete, practical resource for understanding, measuring and building engagement. With a focused approach on Positive Psychology, it also offers case studies, practical tools, techniques and diagnostics to help assess and drive engagement in an organization.

Corporate social responsibility (CSR) has emerged as a critical philosophy and a strategy that affects employee attitudes. While much of the CSR research focuses on the relationship between CSR activities and external customers, relatively few studies examine the impact of CSR from the perspective of employees. This study examined the effect of CSR on employee engagement, satisfaction, and retention. Data was collected from 300 employees working in cement companies of Pakistan. A questionnaire was used to collect data and all scales were adopted from previous studies. Convenience sampling technique was used and respondents include both managerial as well as non-managerial staff members of the cement companies. The respondents were asked to rate their opinions on a five point Likert scale ranging from 1 strongly disagree to 5 strongly agree. Employees were contacted personally and questionnaires were collected three weeks after distribution. Out of 4000 questionnaires distributed, 300 responses were collected. SPSS was used to analyze the data. Through regression analysis, the study found that CSR was positively associated with employee engagement, employee satisfaction, and retention. These findings are very meaningful for decision makers and researchers. It depicts that organizations can enhance their employee engagement, satisfaction, and retention through involving themselves in social activities for instance, identifying needs of the community and fulfilling them, working for better environment, involving in employee welfare, producing quality products for customers and complying with government rules and regulations and working within legal ambiance. All these activities significantly and positively influences employee positive behaviors and improve organizational performance.

To assess attitudes toward the effectiveness of an employee assistance program (EAP), a survey was sent to a random sample of 16,603 employees and adult dependents of a large, multinational company. Four groups were surveyed: employees who had used the EAP, adult dependents who had used the EAP, employees who had not used the EAP, and adult dependents who had not used the EAP. The findings indicated that both employee and adult dependent EAP users viewed the EAP more positively than did employee and adult dependent nonusers. Regression analyses indicated that factors including perception of EAP confidentiality, perceived support by other employees, and belief that the EAP would not negatively affect the career were related to positive views of the EAP among both EAP users and nonusers.