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The purpose of this study was to explore the factors influencing employee engagement and its possible outcomes. Using data from a Large-scale survey of employees in 72 US federal government agencies, and several organizational factors in public setting as control variables, the study empirically tested three contextual factors (participative Leadership support, organizational fairness, and supportiveness of organizational context) that influence employee engagement in federal agencies. The study also examined the mediating role of employee engagement between the three contextual variables and organizational performance. The results indicate that participative leadership support and supportiveness of organizational context predict employee engagement. In addition, employee engagement mediated the relationship between antecedents and organizational performance.

Empowering collective action among leaders and followers in the US public sector has been encouraged to solve public problems in a complex and globalized society. However, without considering who the participants are, how much influence they have, and the various situations in which they find themselves, empowerment is not an adequate solution to existing public challenges. Understanding followership-the process empowered participants use to follow- is a prerequisite to understanding successful empowerment. This study examines followership as it is practiced within the US federal government. Data from the Federal Human Capital Survey data, which had 212,223 respondents and was administered by the Office of Personnel Management in 2008, were used. The results indicate that different followership styles are dominant in different agencies. Followership styles also differ depending on job rank, which also explains possible distinctions between different groups in public organizations.

Based on the need for balance between autonomy and accountability in the management model of public institutions, an active discussion is needed for improvement of the evaluation system. A comprehensive control structure for better performance needs a smart evaluation system. However, from the perspective of the Organisation for Economic Co-operation and Development (OECD)'s guidelines for reforming the governance of state-owned enterprises (SOEs), comprehensive approval of the specific interference and influence of government concerning the operation of individual SOEs has many problems. Therefore, it is important to look for the balance point between standardization and customization. Ruminating on the Republic of Korea's SOE evaluation system with its 35-year history gives us many insights. Through historical institutionalism, we have learned that proper harmonization between structural reform on the hardware side and improvement of the program on the software side is extremely important, and it can be stably integrated into a systematic monitoring system. In accordance with that, it is necessary to design reform that takes into consideration the characteristics of individual institutions such as ownership structure, marketability, public interest, the size of the institution, etc., and to enhance the evaluation system for effective implementation. Every time a new administration emerges, privatization, structural reform, and the coordination of functions are essential processes to adapt to changes in the environment, and such improvement in the evaluation system of SOEs in the Republic of Korea so far shows moderate results. The fact that one system survived 35 years in the dynamic Republic of Korea proves it.

This paper reviews the creation and evolution of the European Economic Monetary Union (EEMU) and discusses the insights and perspectives of the key lessons for Asian economic integration utilizing an extensive review of the literature method. In order to implement a common monetary and economic policy for the European Union (EU), the EEMU was created as a replacement for the European Monetary System. The organization of the EEMU was designed to support sustainable economic growth and high job creation through appropriate economic and monetary policy making measures. These objectives of the EEMU can be accomplished by achieving price stability in the region through specific monetary policy implementation, coordinating with the member countries in regard to economic policies, and ensuring smooth operation of a single market in the region. Two decades of history confirm the stability of the euro as a single currency in the region and it is seen as a great achievement of the EEMU. Also, the EEMU and the European Central Bank have been successful in maintaining inflation at a lower level. Europe succeeded in reaching the level of a deeper integration mainly because of its strong vision for a united Europe, European economic and political stability, and the creation of economic and monetary institutions such as the EEMU. But, as of now, such features are not present in the Asian region. Also, despite having benefited from global trade liberalization, Asia may not strictly follow the path of European integration. However, several key lessons, including the integration process of the European Union and the experiences of the EEMU, can be taken with a view to creating an exclusive model for reaping the full benefits of Asian economic integration.