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Employee Engagement (employee + engagement)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

The Meaning of Employee Engagement

INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 1 2008
WILLIAM H. MACEY
The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys. [source]

On the Skilled Aspect of Employee Engagement

INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 1 2008
MICHAEL J. BURKE
[source]

Coca-Cola Enterprises invests in on-boarding at the front lines to benefit the bottom line

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2010
Kelly Fritz
The world's largest bottler of nonalcoholic beverages has made a training investment in new customer-facing employees as a strategy for reducing turnover, improving productivity, and increasing employee engagement. The CCE Pathway, a structured program of daily self-study, on-the-job learning, peer coaching, reflection, and weekly manager assessments, accelerates learning so that new frontline employees know everything they need to keep customers happy. The authors explain the two-to-four-week program's structure for experiential learning tailored to each position's requirements. Learning objectives for each day focus questions, conversations, and feedback on the knowledge and actions important for individual success and business results. Ongoing coaching and evaluation ensure that learning translates into performance. © 2010 Wiley Periodicals, Inc. [source]

The Meaning of Employee Engagement

Leadership training for managers: An Adlerian approach

JOURNAL OF LEADERSHIP STUDIES, Issue 1 2007
Amy Preiss
Adlerian theory,a social model of human behavior,provides an effective framework to improve managerial practices and enhance organizational leadership. Developed by Alfred Adler (1870,1937), founder of the influential school of individual psychology, Adlerian theory promotes principles of social interest, democracy, and encouragement. These principles may guide leaders in building collaborative, productive workforces through participative management, coaching, and employee engagement. Experiential training exercises that integrate Adlerian principles can help managers expand their interpersonal competencies and increase leadership effectiveness. [source]

Connecting with the larger purpose of our work

JOURNAL OF PHARMACEUTICAL SCIENCES, Issue 3 2008
Gary M. Cohen
Abstract Organizations and people that are able to connect their daily work with a larger overall purpose will be rewarded with higher levels of fulfillment, accomplishment, employee engagement, and job satisfaction. Those who work in the field of the life sciences have a direct opportunity to achieve positive impact on the human condition. For BD (Becton, Dickinson and Co.), this opportunity has manifested itself through medical technology advances that have contributed to human health for over a century. These competencies are currently being applied to help address some of the most important health challenges facing the developing world, such as pandemic disease, child health, and the need to establish sufficient and sustainable access to health and laboratory services. This work is being pursued through commercial activity, technical training and support, public-private sector collaboration, philanthropy, and volunteerism. © 2008 Wiley-Liss, Inc. and the American Pharmacists Association J Pharm Sci 97:1041,1046, 2008 [source]

Corporate social responsibility in small-and medium-size enterprises: investigating employee engagement in fair trade companies

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 2 2010
Iain A. Davies
Employee buy-in is a key factor in ensuring small- and medium-size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi-structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within these companies between selection of individuals who already identify with the triple bottomline philosophy and individuals with experience and capability to deal with mainstream brand management , two critical employee attributes that appear to be rarely found together. The more important the business experience to the organisation, the more effort the organisation must expend in formalising their socialisation programmes to ensure employee engagement. A key method in doing this is increasing employee knowledge of, and affection for, the target beneficiaries of the CSR programme (increased moral intensity). [source]