جستجوی مقالات مرتبط با کلیدواژه « employee engagement » در نشریات گروه « مدیریت »

According to the fact that in recent years, four generations of employees are working in the organizations, employees' satisfaction and creating a sense of engagement has become a challenge for human resource managers. In response to this challenge, some researchers recommend that organizations should change their approach in HRM to managing employee experience. Given that finding out influential factors in construction of employees experience is an important matter. The aim of current study is analyzing employees’ experiences throughout their career journey in software producing companies. The research participants are employees of two major software companies: Hamkaran system and Dotin. The strategy of research is descriptive phenomenology by use of Mustacas procedure. The research findings show us that 7 organizational elements, 4 environmental elements and 2 personal elements are the three major categories that shape employees experience. According to the importance of Employee Experience in era of 4 different generations in the organizations, this study will help employee experience architects to improve their employees' experiences.

and purpose In the last two decades, various types of research have been conducted on the issue of employee loyalty both at the national and international levels. The present study was carried out to quantitatively investigate the influencing variables on the belongingness of the new generation employees.

This research is applied, quantitative and descriptive-correlational. To collect data, a researcher-made questionnaire tool was used. The study's statistical population is employees working in businesses related to information and communication technology, and a simple random method was used to select the sample. The structural equation modelling method and Lisrel software were used to analyze the data.

Based on the results of the analysis, all the hypotheses of the research were confirmed, and therefore the organizational culture variables aligned with the values of the new generation, the effective interaction between the manager and the employee, an attractive and developing work environment, human resources measures focused on the expectations of the new generation, the nature and identity The company (industry) has a positive and significant effect on the sustainable loyalty of new generation employees.

A stimulating and attractive work environment has a direct impact on the belongingness of the new generation employees, and what influences the formation of this environment are factors such as the positive interaction between the manager and the employee, human resource measures focused on the expectations of the new generation and the company's identity. The organizational culture factor focused on the values of the new generation is also a root and indirect factor affecting the belongingness of the employees of this generation.

This article examines the effect of organizational culture in the form of competitive values framework on managerial effectiveness in police electronic service offices (Police +10) to increase employee engagement and retention . This study is from "social exchange theory" It is used as a theoretical lens to clarify phenomena.

The methodology of this research is applied from the point of view of practical benefit and descriptive from the objective aspect, and in terms of the direction of alignment and compatibility between variables, regression analysis has been used. Also, the way to collect information is in the field using a questionnaire, the statistical population includes all managers, experts and employees of police electronic service offices (Police 10+) in Gilan province, the probability sampling method is 392 people.

positive results were obtained for all hypothetical links (direct and indirect relationships). The findings of this study have useful insights on the positive and meaningful impact of organizational culture on management effectiveness. The values of correlation coefficient range from the lowest value of r = 0.187 between market culture and management communication to the highest value, of. r = 0.734 between management communication and employee retention.

This study provides insights into the cultural differences and nuances of how organizational culture affects the managerial effectiveness of leaders in public E-services organizations. And it states that understanding and improving the organizational culture can lead to the creation of a suitable interpersonal atmosphere that helps to improve managerial effectiveness, the result of this relationship will have a direct impact on the sense of belonging and retention of employees in the organization. Therefore, if leaders focus on organizational culture, they will succeed in creating a productive engagement and retention work environment for their employees.

This is an original work based on primary data to fill the research gap related to the formation of the prevailing organizational culture in law enforcement e-services offices. It also enriches the understanding about the alignment of cultural dimensions to achieve employee engagement and retention through management Keywords: organizational culture, employee belonging, social exchange theory, employee retention, managerial effectiveness 

The purpose of this research is surveying the effect of the satisfaction from internal communication on employee engagement, perceived organizational support and employer branding. The current research is applied in terms of purpose and descriptive-survey in terms of nature and method. The statistical population includes 800 employees of Yazd Housing Bank, 260 of whom were selected as a sample for the first half of the year 1400, using Cochran's formula. The data collection tool is the standard questionnaires that exist in this field. Validity (convergent and divergent) and reliability (factor loading, composite reliability coefficient, Cronbach's alpha coefficient) of the measurement model indicated that the model had good validity and reliability. The results of hypothesis testing by SMART-PLS software showed that the satisfaction from internal communication does not affect Employee Engagement, but it has  effect on perceived organizational support and employer branding. Perceived organizational support has an effect on Employee Engagement and employer branding; Employer branding has an effect on Employee Engagement and finally, employer branding can play a mediating role in the relationship between perceived organizational support and employee engagement and also between internal communication satisfaction and employee engagement.  Indeed, the mediating role of perceived organizational support in the relationship between the satisfaction from internal communication and Employee Engagement and also between the satisfaction from internal communication and employer branding was also confirmed.

The purpose of this study is to present a model of Employee Engagement based on the Five-factor personality model. Methodologically, this research regarding to purpose is applied research and regarding to implementation method, it is a qualitative research method Thematic analysis. Through purposeful judgmental sampling, 20 interviews with organizational experts were conducted. According to the interview coding process and the use of Max-QDA software, the employee Engagement model with 17 dimensions and 51 components was finalized and presented. These 17 dimensions are: managers' roles, meritocracy, job attractiveness, performance management, strategies, staff honors, human resource development, structure and organization, organizational communication, positive organizational image, staff expertise, Employee character, Learning organization, participation system, individuals organizational knowledge, service compensation system and employee vitality, The highest priority is related to meritocracy and human resource development. Findings show that the five personality factors have a positive and direct effect on the dimensions of "organizational communication, employee vitality, employee character, human resource development and job attractiveness".

The purpose of this study is to identify and classify the dimensions and components of the employee engagement for indigenous and authentic knowledge in accordance with the Holy Quran guidelines and the translation of Sharif al-Mizan's interpretation.

In this study, using the MAXQDA 11 software, the 20-volume interpretation of al-Mizan in the use of the NOOR Comprehensive Software was reviewed and coded.

In this context, more than 284 primary topics were identified which reduced to 104 after final refinement. Primary themes were grouped into 29 main themes and then organized in the form of 8 organizer themes. The 8 organizer themes were categorized as two general themes of individual and organizational engagement.

From the Qur'an's point of view, engagement refers to the individual aspect and pays particular attention to the nature of man; therefore, paying attention to one's belief system and nurturing it according to human nature leads to the formation of one's inner beliefs and desires in order to reach the Lord's satisfaction and one's happiness and engagement.

The purpose of this study is to Conceptualization of Employees Engagement based on Gamification. In the "Gamification", in order to expand the Employees Engagement, the Choi model (2015) was used based on cognitive mapping. The model was also fully validated. In this study, the components of "Exhaustion", "Ineffectiveness", "Cynicism" and "being known/ presented" were used as Employee Engagement. It continues with the help of 8 categories: "Epic Meaning", "Development and Accomplishment", "Empowerment of Creativity and Feedback", "Ownership", "Social Influence and Relatedness", "Scarcity and Impatience", "Curiosity and Unpredictability" and "Loss and Avoidance" Created in the form of four aspects of designing "Aesthetic", "Background story", "technology" and "elements" the implementation of Employee Engagement was based on Gamification. It was found that for each component of the Employee Engagement, conditions can be created from the game that can be increased, and also based on the research findings, the game process can be updated according to the employees' work situations. The results show that the motivational approach of Gamification can put employees in a situation that increases their motivation (internal and external).

The main purpose of this study was to investigate the effect of intra-organizational communication on employees’ extra-role behaviors and engagement with the mediating role of role ambiguity and organizational commitment.

The present study is applied in terms of purpose and descriptive-correlational in terms of data collection and analysis. The statistical population of the study is the employees of Guilan Regional Water Company. The number of employees of this company is 1008 people. The sample size, using the sampling formula from the limited statistical population, is 278 people. SPSS and Smart PLS software, in the form of Structural Equation Modeling (SEM), were used to analyze the research data.

The results showed that inter-organizational communication has a direct relationship with organizational commitment and an inverse relationship with role ambiguity. Organizational commitment also had a direct relationship with employees’ extra-role behaviors and engagement. Role ambiguity has an inverse relationship with extra-role behavior, but its relationship with employee engagement was not supported.

In this study, it was found that inter-organizational communication has a direct and indirect relationship with employee engagement and indirect relationship with extra-role behaviors. Indirect relationship is mediated through role ambiguity and organizational commitment.

The main purpose of this study was to investigate the effect of intra-organizational communication on employees’ extra-role behaviors and engagement with the mediating role of role ambiguity and organizational commitment.

The present study is applied in terms of purpose and descriptive-correlational in terms of data collection and analysis. The statistical population of the study is the employees of Guilan Regional Water Company. The number of employees of this company is 1008 people. The sample size, using the sampling formula from the limited statistical population, is 278 people. SPSS and Smart PLS software, in the form of Structural Equation Modeling (SEM), were used to analyze the research data.

The results showed that inter-organizational communication has a direct relationship with organizational commitment and an inverse relationship with role ambiguity. Organizational commitment also had a direct relationship with employees’ extra-role behaviors and engagement. Role ambiguity has an inverse relationship with extra-role behavior, but its relationship with employee engagement was not supported.

In this study, it was found that inter-organizational communication has a direct and indirect relationship with employee engagement and indirect relationship with extra-role behaviors. Indirect relationship is mediated through role ambiguity and organizational commitment.

This study was carried out with the aim of explaining the employee engagement and  its consequences for the Iranian gas refining industry.. The study is an ethnographic endeavor situated within a mixed method research design (qualitative and quantitative). The data obtained through interviews with 16 managers and employees of Parsian Gas Refining Company and the researchers’ own observations in the field of research has been analyzed through thematic analysis. Based on the exploratory analysis of the research data in the qualitative section, the employee engagement was divided into organizational and occupational engagements, and the implications of employee engagement were divided into individual outcomes and organizational consequences. In order to test the fitness of the model, the quantitative part of the study was conducted, in which a researcher-made questionnaire was prepared based on the model developed in the qualitative section. After confirming the validity and reliability of the questionnaire, it was distributed among a sample of 120 managers and experts of Parsian Gas Refining Company who had been selected using stratified random sampling. After collecting the data, the developed model was tested for fitness through structural equation modeling in SMART PLS3 software. The results showed the suitability of the proposed model.

Employee engagement has become a hot topic in recent years and one of the five major challenges human resource management is facing. Incitement of man in the right direction and in accordance with the nature and philosophy of creation creates the grounds for his enjoyment of worldly and foretaste blessings. The purpose of this study is to explain the concept of employees 'engagement and to investigate the origins of the emergence and stimulate the employee engagement based on Qur'anic guidelines.

Using the qualitative method of analysis and using the MAXQDA 11 software, the 20-volume interpretation of al-Mizan and 5-volume interpretation of Nemooneh in the use of the NOOR Software was reviewed and coded.

In this context, more than 493 primary topics were identified that reduced to 120 after the final refinement. Primary themes were organized in the form of 43 main themes and then in the form of 12 organizer themes. The 12 organizer themes were categorized as two general themes of individual and organizational engagement.12 themes of organizer were categorized into 3 general themes: individual engagement, organizational engagement, underlying causes of engagement.

From the Qur'an's point of view, the employee engagement requires special attention to human nature and self-transcendence. Hence,human resource managers should pay particular attention to employee engagement and be involved in human resource planning. Defining work in accordance with Qur'anic principles and beliefs, human nature, Islamic conscience, and employees’ beliefs can lead to the formation of employee engagement and provide the ground for the growth and excellence of the organization and its employees. The article seeks to conceptualize and explain one of the recent issues of human resources that comprehensively explore the concept and dimensions of employee engagement (individual and organizational) and its emerging contexts based on Native and authentic Quranic knowledge.

Organizations focus on ethics and ethical values in the context of Islamic societies, because employees with high spirit and positive work behavior are key assets for a corporation. Attracting and retaining such employees builds strong image of an organization. The purpose of this study is to investigate the role of Islamic work ethics on turnover intention with the emphasis on mediating role of engagement. This study is a descriptive, applied research with survey method. The statistical population of this study included all employees of Semnan Electricity and Telecommunication Department, 150 of whom were selected and the data were collected through questionnaire and analyzed by structural equation modeling by smart PLS software.  Findings of the research show that Islamic work ethics is negatively associated to turnover intention and positively to the work engagement. However, negative and significant relationship was found between engagement and turnover intention. Finally, employee engagement mediates the relationship between Islamic work ethics and the turnover intention.