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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.

Employee Engagement und seine positiven Auswirkungen werden in Praxis und Forschung mit großem Interesse als Wettbewerbsvorteil für Unternehmen wahrgenommen. Die Voraussetzungen für Employee Engagement wie beispielsweise Arbeitsanforderungen, Merkmale der Arbeit, persönliche Ressourcen, Unterstützung durch die Organisation oder durch Vorgesetzte und die Möglichkeiten zu lernen und sich weiterzuentwickeln sind wiederholt empirisch bestätigt worden. Trotzdem zeigt sich in verschiedenen Studien, dass trotz dieser empirischen Untersuchungen einzelne Voraussetzungen nicht zwangsläufig in jedem Umfeld wirksam werden. Ziel dieser Arbeit ist es, den Einfluss von Entwicklungsgesprächen als institutionalisierte Form der Möglichkeiten zu lernen und sich weiterzuentwickeln am Standort eines multinationalen Einrichtungskonzerns in Bezug auf das Employee Engagement zu untersuchen. Die Ergebnisse zeigten, dass in der betreffenden Organisation Möglichkeiten zu lernen und sich weiterzuentwickeln wie erwartet einen Einfluss auf das Employee Engagement haben, ein Einfluss der Entwicklungsgespräche in der derzeitig durchgeführten Form auf das Engagement aber verneint werden musste. Somit konnte auch die Annahme, dass eine hohe Anzahl an geführten Entwicklungsgesprächen zu einem hohen Grad an Employee Engagement führt, nicht bestätigt werden. Die Ergebnisse der Befragung zeigten außerdem einen ausgeprägten Unterschied im Engagement von Teil- zu Vollzeitarbeitskräften in der untersuchten Filiale. Des Weiteren wurde auch die Vermutung nicht bestätigt, dass Mitarbeiter/innen die länger im Unternehmen beschäftigt sind über ein höheres Employee Engagement verfügen. Abschließend und als weiteres Ziel dieser Arbeit werden mögliche Maßnahmen, die zur langfristigen Hebung des Employee Engagements am Standort beitragen können, skizziert und vorgestellt. ; Employee engagement and its positive outcomes as a competitive advantage for organizations are equally noticed with great interest by researchers and practitioners. Job demands, job characteristics, personal resources, perceived organizational support, perceived supervisor support and opportunities for learning and development are well-established and empirical proven as antecedents for employee engagement. Nevertheless, as several studies have shown, not all of these antecedents provide the anticipated impact on employee engagement in organisations due to various reasons. The main goal of this master thesis is to examine a possible leverage of the development talks, as opportunities for learning and development, on employee engagement at a multinational retailers branch. The results revealed the influence of opportunities for learning and development on employee engagement as expected and shown in several studies before. However no significant effect of the development talks as an assumed antecedent for employee engagement could be found at this particular branch. A large gap in employee engagement was detected between full-time and part-time co-workers as well. Furthermore no variation was shown in the results regarding a supposed higher level of employee engagement for co-workers with a longer duration of employment. Implications of these findings are discussed. Concluding this master thesis a number of feasible actions is proposed and drafted to enhance employee engagement at the site in the long run. These suggestions and recommendations include improvements for the development talk process and offer an integrated approach to facilitate and improve employee engagement in the organisation. ; Fritz Wolfbauer, Bakk.rer.soc.oec. ; Zusammenfassungen auf Deutsch und Englisch ; Abweichender Titel laut Übersetzung des Verfassers/der Verfasserin ; Karl-Franzens-Universität Graz, Masterarbeit, 2020 ; (VLID)5564946

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.

Front Cover -- Executive Summary -- Engagement Background -- Measuring Federal Employee Engagement -- The Federal Work Force: Who Is Engaged? -- The Importance of Federal Employee Engagement -- Conclusions and Recommendations -- Appendix A - Study Method -- Appendix B - The Merit Principles Survey 2005 -- Appendix C - Other Work Force Characteristics and Engagement -- Back Cover.

Underpinned by Social Exchange Theory (SET) this study examines the relationship between social resources and employee engagement using the Ubuntu construct as a mediating variable. Employee engagement conceptualized as a positive work-related mind-set has demonstrated positive association with both supervisor support and colleague support. The study uses data collected from employees in organizations in Botswana (n = 438) to assess the relationship between social resources and employee engagement using Ubuntu as a mediating variable. Using mediation analysis, findings suggest that high levels of Ubuntu enhance the strength of the relationship among supervisor support, colleague support and employee engagement. These findings open significant potential for future studies identifying the cultural peculiarities as well as managerial implications of management concepts such as employee engagement in non-western settings and underlining the importance of the Ubuntu concept in managing staff in a sub-Saharan Africa country.

AbstractResearchers have long recognized administrative reform as a constant feature of American public administration. The employee engagement initiative of the U.S. Office of Personnel Management (OPM) has become one of the most prominent administrative reforms underway in the federal government. Like many reforms, the veracity of claims about this reform have gone untested. This article addresses this gap by testing the relationship between the OPM's employee engagement initiative and agency performance. After establishing the psychometric validity of the OPM's Employment Engagement Index, the authors use a five‐year panel data set of federal agencies and two‐way fixed‐effects regression to test the efficacy of this prominent reform. The analysis shows that efforts to encourage employee engagement generally have the expected relationship with performance, but the relationship varies according to the components that make up the index and the organizational level at which these efforts are expended.