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Employer image (or branding) is how an employee understands and evaluates his employer. Employer image consists of 5 different elements: organizational characteristics, people and culture, salary and promotion, job characteristics and organizational reputation. It has never been researched, whether employer image can somehow affect employee engagement. So the goal of this master's thesis is to find out, what effect employer image has on employee engagement. In the first part of this thesis the backgrounds and importance of both employee engagement and employer image is described. In the second part there is theoretical background for research of employee engagement and employer image. It is explained how both of these elements affect company, it's results and it's employees. Also different theoretical evaluation models are described. According them there was created a new theoretical model. It says, that employer image and it's elements have direct impact on employee engagement and it's elements. In the third part of the thesis, methodology of the new model is presented. The fourth part consists of econometric analysis and evaluation of the theoretical model. It was proven that employer image affects employee engagement. And elements of those two factors engage between each other. The last part is conclusions and recommendations. In this part it is offered to better examine what elements are important for employees of certain companies and create employee engagement politics according to the findings of the research but not according to theoretical papers. It is because all the humans are different and they have different needs. If their needs are not fulfilled, then a person will never be engaged in work.

Employer image (or branding) is how an employee understands and evaluates his employer. Employer image consists of 5 different elements: organizational characteristics, people and culture, salary and promotion, job characteristics and organizational reputation. It has never been researched, whether employer image can somehow affect employee engagement. So the goal of this master's thesis is to find out, what effect employer image has on employee engagement. In the first part of this thesis the backgrounds and importance of both employee engagement and employer image is described. In the second part there is theoretical background for research of employee engagement and employer image. It is explained how both of these elements affect company, it's results and it's employees. Also different theoretical evaluation models are described. According them there was created a new theoretical model. It says, that employer image and it's elements have direct impact on employee engagement and it's elements. In the third part of the thesis, methodology of the new model is presented. The fourth part consists of econometric analysis and evaluation of the theoretical model. It was proven that employer image affects employee engagement. And elements of those two factors engage between each other. The last part is conclusions and recommendations. In this part it is offered to better examine what elements are important for employees of certain companies and create employee engagement politics according to the findings of the research but not according to theoretical papers. It is because all the humans are different and they have different needs. If their needs are not fulfilled, then a person will never be engaged in work.

Employer image (or branding) is how an employee understands and evaluates his employer. Employer image consists of 5 different elements: organizational characteristics, people and culture, salary and promotion, job characteristics and organizational reputation. It has never been researched, whether employer image can somehow affect employee engagement. So the goal of this master's thesis is to find out, what effect employer image has on employee engagement. In the first part of this thesis the backgrounds and importance of both employee engagement and employer image is described. In the second part there is theoretical background for research of employee engagement and employer image. It is explained how both of these elements affect company, it's results and it's employees. Also different theoretical evaluation models are described. According them there was created a new theoretical model. It says, that employer image and it's elements have direct impact on employee engagement and it's elements. In the third part of the thesis, methodology of the new model is presented. The fourth part consists of econometric analysis and evaluation of the theoretical model. It was proven that employer image affects employee engagement. And elements of those two factors engage between each other. The last part is conclusions and recommendations. In this part it is offered to better examine what elements are important for employees of certain companies and create employee engagement politics according to the findings of the research but not according to theoretical papers. It is because all the humans are different and they have different needs. If their needs are not fulfilled, then a person will never be engaged in work.

Employer image (or branding) is how an employee understands and evaluates his employer. Employer image consists of 5 different elements: organizational characteristics, people and culture, salary and promotion, job characteristics and organizational reputation. It has never been researched, whether employer image can somehow affect employee engagement. So the goal of this master's thesis is to find out, what effect employer image has on employee engagement. In the first part of this thesis the backgrounds and importance of both employee engagement and employer image is described. In the second part there is theoretical background for research of employee engagement and employer image. It is explained how both of these elements affect company, it's results and it's employees. Also different theoretical evaluation models are described. According them there was created a new theoretical model. It says, that employer image and it's elements have direct impact on employee engagement and it's elements. In the third part of the thesis, methodology of the new model is presented. The fourth part consists of econometric analysis and evaluation of the theoretical model. It was proven that employer image affects employee engagement. And elements of those two factors engage between each other. The last part is conclusions and recommendations. In this part it is offered to better examine what elements are important for employees of certain companies and create employee engagement politics according to the findings of the research but not according to theoretical papers. It is because all the humans are different and they have different needs. If their needs are not fulfilled, then a person will never be engaged in work.

Background:To improve the use of evidence in policy and practice, many organisations and individuals seek to promote research-policy engagement activities, but little is known about what works.
Aims and objectives:We sought (a) to identify existing research-policy engagement activities, and (b) evidence on impacts of these activities on research and decision making.
Methods:We conducted systematic desk-based searches for organisations active in this area (such as funders, practice organisations, and universities) and reviewed websites, strategy documents, published evaluations and relevant research. We used a stakeholder roundtable, and follow-up survey and interviews, with a subset of the sample to check the quality and robustness of our approach.
Findings:We identified 1923 initiatives in 513 organisations world-wide. However, we found only 57 organisations had publicly-available evaluations, and only 6% (141/2321) of initiatives were evaluated. Most activities aim to improve research dissemination or create relationships. Existing evaluations offer an often rich and nuanced picture of evidence use in particular settings (such as local government), sectors (such as policing), or by particular providers (such as learned societies), but are extremely scarce.
Discussion and conclusions:Funders, research- and decision-making organisations have contributed to a huge expansion in research-policy engagement initiatives. Unfortunately, these initiatives tend not to draw on existing evidence and theory, and are mostly unevaluated. The rudderless mass of activity therefore fails to provide useful lessons for those wishing to improve evidence use, leading to wasted time and resources. Future initiatives should draw on existing evidence about what works, seek to contribute to this evidence base, and respond to a more realistic picture of the decision-making context.

Background: To improve the use of evidence in policy and practice, many organisations and individuals seek to promote research-policy engagement activities, but little is known about what works.Aims and objectives: We sought (a) to identify existing research-policy engagement activities, and (b) evidence on impacts of these activities on research and decision making.Methods: We conducted systematic desk-based searches for organisations active in this area (such as funders, practice organisations, and universities) and reviewed websites, strategy documents, published evaluations and relevant research. We used a stakeholder roundtable, and follow-up survey and interviews, with a subset of the sample to check the quality and robustness of our approach.Findings: We identified 1923 initiatives in 513 organisations world-wide. However, we found only 57 organisations had publicly-available evaluations, and only 6% (141/2321) of initiatives were evaluated. Most activities aim to improve research dissemination or create relationships. Existing evaluations offer an often rich and nuanced picture of evidence use in particular settings (such as local government), sectors (such as policing), or by particular providers (such as learned societies), but are extremely scarce.Discussion and conclusions: Funders, research- and decision-making organisations have contributed to a huge expansion in research-policy engagement initiatives. Unfortunately, these initiatives tend not to draw on existing evidence and theory, and are mostly unevaluated. The rudderless mass of activity therefore fails to provide useful lessons for those wishing to improve evidence use, leading to wasted time and resources. Future initiatives should draw on existing evidence about what works, seek to contribute to this evidence base, and respond to a more realistic picture of the decision-making context. Key messages There has been a huge expansion in research-policy engagement initiatives. These are mostly poorly described, specified, and evaluated. The lack of strategy may lead to significant harms (for example, increased competition, wasted time and resources). Future initiatives should draw on and build the existing evidence about what works.

Purpose– Building on the dualistic approach to passion, the aim of this paper was to examine how work engagement and workaholism relate to entrepreneurs' performance (innovative behavior, business growth, and subjective business performance).Design/methodology/approach– Cross-sectional survey data of 180 Spanish entrepreneurs were analyzed using partial least squares modeling.Findings– Evidence was found for a dual affective pathway to performance. Work engagement related favorably to performance through its relationship with more positive affect and less negative affect. Workaholism related to more negative affect, which in turn related negatively to performance. After controlling for affective states, both work engagement and workaholism still had a direct and positive association with innovative behavior.Research limitations/implications– Limitations are the cross-sectional design and the reliance on self-report measures; although self-reports of business growth can be considered indicative of objective business performance. Bi-directional relationships between the study variables seem plausible. The dualistic approach to passion is a sound theoretical basis for future research on drivers and consequences of work engagement and workaholism.Practical implications– The findings imply that entrepreneurial success can be enhanced by improving entrepreneurs' emotion-regulation strategies to manage their affective states. Workaholics especially would benefit from such strategies.Social implications– Improving entrepreneurial performance has value for society via counteracting economic decline and creation of wealth and jobs.Originality/value– This study adds to our limited understanding of the consequences of work engagement and workaholism. It addresses entrepreneurs, who are an under researched occupational group.

Although research to date has established the criterion validity of work engagement, little research has examined relevant boundary conditions capable of altering its documented positive effects on important workplace outcomes, despite widespread appeals to do so (e.g. Parker and Griffin, 2011). In the present four-sample investigation, a competing hypotheses format was adopted, pitting against each other perspectives of 'politics as a hindrance stressor' and 'politics as a challenge stressor' as moderators of work engagement–work outcomes relationships (e.g. job tension, job satisfaction, work intensity, job performance). Cross-sample findings demonstrated that organizational politics perceptions strengthened positive work engagement–work outcomes relationships, such that engaged individuals were less stressed, more satisfied, worked with greater intensity and exhibited greater performance when they perceived their job environments to be political. This series of results affirms the challenge/opportunity stressor properties of politics perceptions for individuals more actively involved in their jobs and workplaces. Cross-disciplinary implications of these results for theory and practice, strengths and limitations, and directions for future research are provided.

Purpose– The way work engagement is constructed and researched in literature is assumed, at least implicitly, to be gender-neutral where women and men have equal opportunity to demonstrate their engagement in the workplace. This review paper aims to integrate gender into the notion of work engagement in order to examine whether the notion of work engagement is gendered.Design/methodology/approach– The paper is based on a review of the literatures related to work engagement and gendered organisations.Findings– The paper proposes a conceptual framework to develop and explain the notion of gendered work engagement. It shows that work engagement is gendered concept as it is easier for men to demonstrate work engagement than for women.Originality/value– The paper investigates the gendered nature of work engagement which is an under-explored area.

The need for a strong organizational commitment and a high work engagement have been frequently labelled by organization as critical success factors to achieve higher performance. But are they in fact related to employee performance? And if so, do they have the same strength and intensity as performance predictors? In this study, we used a Work Engagement Scale, commitment scale and employee performance measured through an almost real performance measure, where employees were asked to indicate the latest year's performance appraisal rating reported by their manager. Data analysed (N = 274 workers) first confirmed the existence of a positive relation between performance and effective commitment, normative commitment and work engagement with engagement showing a stronger association. Second, only work engagement was relevant to explain employee performance because commitment did not present significant predictor strength. An important implication of this study is that employers should assume the relevance of developing adequate and challenging work conditions, human resources practices and atmosphere so that employees can increase their passion for the work they are doing. Company leaders should self‐address some related questions raised from this study: are some employees in the company engaged with their work but not committed to the organization? Committed to stay with the company but not engaged with their work? Copyright © 2017 John Wiley & Sons, Ltd.