Leadership and employee engagement in the New Zealand dairy farming industry - is there a link with milk production performance? : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University, Manawatu, New Zealand

This study sought to investigate which leadership styles were more effective at increasing employee engagement and/or overall milk production performance in the context of the New Zealand (NZ) dairy farming industry. This study also sought to investigate whether psychological needs satisfaction mediated the relationships between leadership styles and employee engagement. A cross-sectional self-report survey was used to collect data. Results indicated that transformational-contingent reward leadership was related to higher levels of employee engagement, while passive-avoidant leadership, management by exception active, and destructive leadership styles were all negatively related to employee engagement. Satisfaction of the need for autonomy was found to fully mediate the relationship between transformational-contingent reward leadership and employee engagement, between passive-avoidant leadership and employee engagement, and also between destructive leadership and employee engagement. None of the independent variables were found to have significant relationships with overall milk production performance. Theoretical and practical implications for effective leadership styles are discussed along with recommendations for future research

Global Employee Engagement Report: A Corporate Responsibility Practitioner's Guide

This is a Corporate Responsibility Practitioner's Guide designed to provide practical information to companies looking to expand their employee engagement programs internationally. The report explores the employee engagement landscape in five countries: China, Brazil, India, South Africa and the United Kingdom. SVCF surveyed existing literature (global and country-specific) and conducted in-depth interviews with 65 corporate and nonprofit practitioners who have direct experience with employee engagement programs in the five countries studied. The report identifies cultural nuances, policies and trends that practitioners should be aware of as they design locally relevant programs

Corporate social responsibility, corporate reputation and employee engagement

Corporate social responsibility (CSR) has been outlined as voluntarily additional legal duties of organization to serve environment and community. This voluntarily actions of corporate help them to develop reputation which can shape favorable attitude of employees towards work. Employee engagement is an attitude of commitment and involvement of employee towards their work and organization. Researchers have proved that engaged employees are more productive, more likely to achieve corporate goals and are customer centered. Although literature provides many researches that focus on corporate social responsibility, corporate reputation and employee engagement, less work can be seen that integrates all these variables. This study bridges this gap by investigating the influence of CSR and corporate reputation on employee engagement. This study is based on primary data collected from various organizations of Pakistan. Structural equation model technique is adopted to analyze data and test hypotheses. The study confirms the significant relationships between CSR and corporate reputation, CSR and employee engagement and corporate reputation and employee engagement. The implications and applications of this research are also discussed in detail.Corporate social responsibility, corporate reputation, employee engagement

What are the Associated Risks of Employee Engagement Surveys and How Can They Be Mitigated?

[Excerpt] Over 50% of employers around the world use employee engagement surveys. Companies implement these surveys for the purpose of measuring employee engagement and understanding whether change needs to occur. Survey data has the potential to transform an organization in terms of increased productivity, retention, and employee morale. However, many employers who use employee engagement surveys unintentionally run the risk of decreasing these outcomes. If a company fails to properly design a survey or respond appropriately to survey data, employees will feel their responses are being ignored by management. 82% of employees believe that managers will not effectively respond to survey data. Further, 47% of employers that do take action only spend minimal time addressing issues presented by the survey results. An overwhelming number of employees recognize that management will not drive change as they want, thus employees don’t see value in completing a survey. Without a holistic representation of employees’ feedback across different positions and levels of the company, the data becomes skewed. In order to prevent risks of a “failed survey,” companies should take action on these key considerations as they develop a strategic employee engagement survey

PENGARUH PERCEIVED ORGANIZATIONAL SUPPORT DAN EMPLOYEE ENGAGEMENT TERHADAP KINERJA KARYAWAN (STUDI PADA PT JASAMARGA PANDAAN MALANG)

The purpose of this study is to determine the effect of perceived organizational support and employee engagement on employee performance. The research method used uses quantitative research with an associative approach. The population in this study is employees of PT Jasamarga Pandaan Malang. The sample in this study was all employees of PT Jasamarga Pandaan Malang as many as 40 people. Data collection techniques are carried out by observation, questionnaires, and documentaries. The data analysis methods used are scale ranges and multiple linear regression and hypothesis testing assisted by SPSS software. The results of this study are perceived organizational support has a positive and significant influence on employee performance, employee engagement variables have a positive and significant influence on employee performance, percived organizational support and employee engagement have a positive and significant effect on employee performance

The Determinant of Employee Engagement

Employee engagement is a significant work attitude to reach the organization’s goal. The employee engagement includes improving the employees’ responsibilities, motivating the co-workers, and influencing the employees’ performance. Accordingly, a study in line with the determinant of employee engagement is needed. The purpose of this study is to analyze the determinant of employee engagement. This study used quantitative approach. The samples of this research were 187 employees of manufacturing company in Mojokerto city. Data retrieval used a questionnaire. The sampling technique used proportional random sampling. Data analysis used path analysis. The result of the study showed that financial compensataion and job satisfaction were determinant of employee engagement. The financial compensation and job satisfaction improve the employee engagement. Whereas, the non-financial compensation does not influence the employee engagement.[Employee engagement merupakan salah satu sikap kerja yang penting untuk mencapai tujuan organisasi. Employee engagement dapat meningkatkan tanggung jawab karyawan, memotivasi rekan kerja dan mempengaruhi kinerja karyawan. Oleh karena itu, studi tentang determinan employee engagement diperlukan. Tujuan penelitian ini adalah menganalisis determinan employee engagement. Penelitian ini menggunakan pendekatan kuantitatif.  Jumlah sample sebanyak 187 karyawan perusahaan manufaktur di Kota Mojokerto.  Pengambilan data melalui kuesioner.  Sedangkan, teknik pengambilannya menggunakan proporsional random sampling.  Analisis data menggunakan analisis jalur.  Hasil penelitian menunjukkan determinan employee engagement adalah kompenansial finansial dan kepuasan kerja. Kompensasi finansial dan kepuasan kepuasan kepuasan kerja meningkatkan employee engagement. Sedangkan, kompensasi non finansial tidak berpengaruh terhadap employee engagement.

Impact of demographic factors on employee engagement:a study with reference to vasan publications private limited,chennai

Employee plays a vital role in each and every organization; the interest of employee will help to achieve the organization’s objectives. Successful employee engagement strategy creates a community at a work place and not just a work force. When the employees are effectively and positively engaged with their organization, they form an emotional connection with the company. This effects their attitude towards both their colleagues and the company’s client and improves customer satisfaction and services levels. Employee Engagement Surveys have gained importance among the companies and in this work the researcher has studied the impact of Demographic Variables on Employee Engagement The researcher adopted descriptive research and the data is collected from the employee through convenience sampling method with the help of personally administrated questionnaire containing close ended questions and the sample size is 50. This data was analyzed and classified with the help of statistical tools and the findings and suggestion are extracted from the same

The Determinant of Employee Engagement

Employee engagement is a significant work attitude to reach the organization’s goal. The employee engagement includes improving the employees’ responsibilities, motivating the co-workers, and influencing the employees’ performance. Accordingly, a study in line with the determinant of employee engagement is needed. The purpose of this study is to analyze the determinant of employee engagement. This study used quantitative approach. The samples of this research were 187 employees of manufacturing company in Mojokerto city. Data retrieval used a questionnaire. The sampling technique used proportional random sampling. Data analysis used path analysis. The result of the study showed that financial compensataion and job satisfaction were determinant of employee engagement. The financial compensation and job satisfaction improve the employee engagement. Whereas, the non-financial compensation does not influence the employee engagement.[Employee engagement merupakan salah satu sikap kerja yang penting untuk mencapai tujuan organisasi. Employee engagement dapat meningkatkan tanggung jawab karyawan, memotivasi rekan kerja dan mempengaruhi kinerja karyawan. Oleh karena itu, studi tentang determinan employee engagement diperlukan. Tujuan penelitian ini adalah menganalisis determinan employee engagement. Penelitian ini menggunakan pendekatan kuantitatif.  Jumlah sample sebanyak 187 karyawan perusahaan manufaktur di Kota Mojokerto.  Pengambilan data melalui kuesioner.  Sedangkan, teknik pengambilannya menggunakan proporsional random sampling.  Analisis data menggunakan analisis jalur.  Hasil penelitian menunjukkan determinan employee engagement adalah kompenansial finansial dan kepuasan kerja. Kompensasi finansial dan kepuasan kepuasan kepuasan kerja meningkatkan employee engagement. Sedangkan, kompensasi non finansial tidak berpengaruh terhadap employee engagement.