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Cultural conditioning of employees’ engagement

Organizational Core Values, Corporate Social Responsibility, Ethics, and Organizational Performance Outcomes, ”Journal of Business Ethics” (92). 13. Juchnowicz M. (2010), Zarządzanie przez zaangażowanie, Difi n, Warszawa. 14. Kosy K. (2006), Najlepsi pracodawcy - (18.10.11). 15. Kular S., Gatenby M., Rees Ch., Soane M., Truss E. (2008), Employee Engagement: a Literature Review, „Working Paper Series”, No. 19, Kingston Business School. 16. Macey W. H., Schneider B. (2008), Meaning of Employee

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Nurturing Innovation Performance Through Corporate Entrepreneurship: The Moderation of Employee Engagement

distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51 (6), 1173. Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of occupational and organizational psychology, 87 (1), 138-157. Chughtai, A. A., & Buckley, F. (2013). Exploring the impact of trust on research scientists’ work engagement: Evidence from Irish science research centres

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AirBaltic Case Based Analysis of Potential for Improving Employee Engagement Levels in Latvia through Gamification

drivers of employee engagement. Retrieved July 7. Nicholson, S. (2012). A User-centered theoretical framework for meaningful gamification. Games + learning + Society (pp. 1-7). Madison, WI: School of Information Studies, Syracuse University Robson, K., Plangger, K., Kietzmann, J., McCarthy, I., & Pitt, L. (2015). Is it al a game? Understanding the principles of gamification. Elsevier. Ryan, R., Rigby, C., & Przybylski, A. (2006). The Motivational Pull of Video Games: A Self Determination Approach. Motiv Emot, Springer

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An Analysis of the Relationship Between Job Satisfaction and Employee Engagement

References Barling, J., Kelloway, E. K. and Iverson, R. D. (2003). Journal of Applied Psychology, Vol 88(2), Apr 2003, 276-283. Brief, A. P., &Weiss, H. M. (2002). Organizational behavior: Affect in the workplace. Annual Review of Psychology, 53, 279-307. Employee Engagement Research Report Update-January 2013, Retrieved from:, Accessed on 30March 2016. Employee Engagement, Retrieved from:, Accessed on 10

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Employee engagement and performance: a systematic literature review

1 Introduction Employees, regardless of the nature of business, are one of the key resources of a company. At a time when competition for the best specialists is often stronger than efforts to obtain the client, the ability to successfully manage relationships with employees can decide on the long-term market advantage. Through the creation of a friendly, development-enabling environment that leads to employee engagement, employers can increase their chances of hiring and retaining valuable employees. Numerous reports suggest a low level of employee

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What’s love got to do with it? Employee engagement amongst higher education workers

Introduction Employee engagement has become a major phenomenon in both academic and business domains over the last two decades as it i suggested that engaged employees not only more productive ( Hakanen and Koivumäki, 2014 ; Harter et al., 2013 ) but also experience better well-being both inside and outside the workplace ( Freeney and Fellenz, 2013a ; Hakanen and Peeters, 2015 ). The potential promise of mutual rewards for both parties in the employment relationship has led to management research devoting much attention to how an engaged workforce can be

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The Effect of Perceived Transformational Leadership Style on Employee Engagement: The Mediating Effect of Leader’s Emotional Intelligence

5 References [1] Ababneh, O.M.A., 2015. Conceptualizing and measuring employee engagement, and examining the antecedents of leadership styles and personality attributes (Doctoral dissertation, Auckland University of Technology). [2] Arunima, S., Ajeya, J., Sengupta, A.K., Mariamma, P., Tripathi, K.K., 2014. Comparison of transformational leadership and its different attributes of leadership with emotional intelligence in Indian healthcare: An empirical aspect. Advances in Management , 7 (10), p.37. [3] Awang, Z., 2015. SEM Made Simple: A

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Engendering High Performing Employees through Business Analytics, Organisational Social Capital Building (OSCB) and Employee Engagement: A Theoretical Review

advantage. In Sustaining Competitive Advantage via Business Intelligence, Knowledge Management, and System Dynamics (pp. 3-220). Emerald Group Publishing Limited. Ajayi, O. M., Odusanya, K., & Morton, S. (2017). ‘Stimulating employee ambidexterity and employee engagement in SMEs.’ Management Decision , 55 (4), 662-680. Ajonbadi, H. A, Mojeed-Sanni, B. A & Otokiti, B. O. (2015). ‘Sustaining Competitive Advantage in Medium-sized Enterprises (MEs) through Employee Social Interaction and Helping Behaviours.’ Journal of Small Business and Entrepreneurship

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Employee engagement in continuous improvement of processes

employee satisfaction, employee engagement, and business outcomes: a meta: analysis, “Journal of Applied Psychology 87 (2), p. 268-279, (5.08.2014 - data dostępu). 11. Heathfi eld S.M. (2014), What people want from work: Motivation, 12. Kahn W.A. (1990), Psychological Conditions of Personal Engagement and Disengagement at Work, Academy of Management Journal 33 (4) http:// (2.08.2014 - data dostępu). 13. Koulopulos T. (2010), How to kill an idea in

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Does the Length of Fielding Period Matter? Examining Response Scores of Early Versus Late Responders

. Macey, W.H. and B. Schneider. 2008. “The Meaning of Employee Engagement.” Industrial and Organizational Psychology 1: 3-30. DOI: Mayer, C.S. and R.W. Pratt., Jr. 1966. “A Note on Nonresponse in a Mail Survey.” Public Opinion Quarterly 30: 637-646. DOI: Newman, S.W. 1962. “Differences between Early and Late Respondents to a Mailed Survey.” Advertising Research 2: 37-39. Pace, R.C. 1939. “Factors Influencing Questionnaire Returns from

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