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PurposeThe purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.Design/methodology/approachDrawing on the social exchange theory, a framework of hypotheses is developed that focusses on religiosity, employee empowerment and their impact on employee engagement. This research employed a quantitative survey and data obtained from 232 adults working in companies in Accra Ghana.FindingsThe results suggest that religiosity dimensions (extrinsic and intrinsic) have a counterbalancing effect on employee engagement dimensions (intellectual and affective). Employee empowerment predicts both intellectual and affective engagement.Research limitations/implicationsThis study has some limitations which provide opportunities for more research. First, the study is cross-sectional and focusses on employees in selected companies in Accra Ghana. More so, the participants were a convenience, majorly men (only 28% were women). This limits the generalisability of the findings and our confidence in ascertaining the "cause" and "effect" in the relationship. The present paper used a quantitative research approach; mixed method may provide in-depth insight into the subject. The study examined the direct relationship between religiosity, employee empowerment and employee engagement. Future research should explore how the effect of religiosity and employee empowerment on a relevant outcome changes according to other organisational characteristics.Practical implicationsOrganisations must develop more interest in religion's relevance and its impact on their employees' engagement. This should be done by providing the necessary platforms for employees to practice their religion. There is the likelihood of lack of engagement when an organisation fails to consider employee religious orientation or attempts to unduly regulate employees' religiosity. Empowering work environment can promote a higher level of employee engagement. It is obvious that empowered employees are focussed, energetic, enthusiastic and have positive disposition to work. These positive attitudes lead to a higher level of engagement which fosters productivity and overall organisational performance.Originality/valueThis study could contribute to the literature on religiosity, employee empowerment and employee engagement in the Ghanaian context. Therefore, there is a need to keep employees engaged and enhance productivity. This study underpins the importance of religiosity and employee empowerment in fostering employee engagement and productivity in the Ghana work setting.

This book is intended to meet a range of different needs and to cater for different levels of knowledge about employee ownership. If you are considering making your company employee-owned or you are advising someone going through that process, and in either case are new to the topic, you can build up your knowledge levels from Chapter 1. Alternatively, the book can be used as a reference work if you have a particular question to answer.

PurposeThe purpose of this paper is to assess the magnitude of employee turnover (E-turnover) in Nigerian small- and medium-sized enterprises (SMEs) with particular focus on the manufacturing and service firms adjudged as central to the growth and development of Nigerian economy.Design/methodology/approachData from 602 employees and 94 owner/managers of SMEs located in three Southwestern Nigerian states were collected through survey questionnaire and analysed quantitatively.FindingsEmployees' and management's responses indicated that E-turnover still pervades the Nigerian SMEs surveyed with most employees leaving their jobs in less than a year of employment. Multiple exits also occurred; additionally, employees were more prone to exiting if they were male, older, had a smaller family size and/or worked in the manufacturing rather than service SMEs.Research limitations/implicationsMore needs to be done to comprehend owner-managers' apparent deliberate disguise of employee over-casualisation in the SMEs studied, an act that appeared to limit the interpretation of status-related turnover extent among employees.Practical implicationsTwenty-first century businesses need to stimulate sustainable cost-effective employment relationship capable of thwarting the threat accompanying high E-turnover in businesses.Originality/valueThrough this research, extant global E-turnover literature (largely on western businesses) is enriched by dedicated empirical data on Nigerian SMEs that this study offers.