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Journal articles on the topic 'Digital employee engagement'
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Rony, Zahara Tussoleha, and Heri Dapiy Pardosi. "Burnout digital monitoring on employee engagement at the company." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 7 (November 7, 2021): 156–62. http://dx.doi.org/10.20525/ijrbs.v10i7.1412.
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Burnout is a condition of mental, and physical fatigue of a worker caused by a person's professional life. Engagement is the attachment that exists in an employee to a job where the employee works. The relationship between burnout and engagement in a company significantly affects the employees' performance and the company's results. This study aims to digitally record burnout, and engagement that exists in a company in improving its product quality. Digital-based monitoring is one of the tools that can be used to monitor employee performance activities in a measured manner to produce information that companies can use in decision-making. The method used quantitative research method approach using LISREL. Results achieved several variables that affect burnout and engagement related to employee work at that company. Implications for companies with the existence of employee digital data minimize burnout and increase employee engagement in the company. This digital data can be used as accurate information in looking at the condition of employees in a company.
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Nurma Isnawati and Jati Waskito. "Pengaruh Transformasi Digital dan Stres Kerja terhadap Kinerja Karyawan yang Dimediasi oleh Keterlibatan Karyawan pada Sekretariat Daerah Kabupaten Pati." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 5, no. 4 (February 9, 2024): 2914–26. http://dx.doi.org/10.47467/elmal.v5i4.1805.
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The changing era of digital transformation requires human resources to have insight and mastery in using technology digitally. The involvement of human resources in digital transformation is very important in an organization, because HR is the driver of all activities to achieve organizational goals and strive for progress in employee performance. The aim of this research is to analyze the influence of digital transformation and work stress on employee performance and employee engagement and to analyze the role of employee engagement as a mediator on the influence of digital transformation and work stress on employee performance. This research uses quantitative research by distributing questionnaires to 104 Pati Regency Regional Secretariat Employees. The results of data processing using SEM PLS 3.0 state that there is a significant positive influence on digital transformation on employee performance and employee engagement, there is a significant negative influence on job stress on employee performance and employee engagement, and employee engagement is proven to mediate the influence of digital transformation and job stress on employee performance.
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MARIANI, Kadek Lina, R. Tri Priyono Budi SANTOSO, Yeyen KOMALASARI, and I. Wayan Ruspendi JUNAEDI. "The Role of Employee Engagement Mediating Digital Leadership and Organizational Support on Employee Performance at Siloam Bali Hospital." Journal of Entrepreneurial and Business Diversity 2, no. 3 (July 31, 2024): 320–28. http://dx.doi.org/10.38142/jebd.v2i3.184.
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Purpose:The research on this occasion aimed to determine the influence of digital leadership and organizational support on employee performance, mediated by employee involvement among Siloam Hospital Bali employees. Methodology :The method used in carrying out this research is a quantitative approach. The sample that supports this research is employees recorded as working at Siloam Hospital Bali with a total of 84 data. The techniques used to make searching and collecting data easier are questionnaires, interviews and documentation accompanied by observation. The analytical technique used to answer the hypothesis is quantitative descriptive analysis and Partial Least Square (PLS) applying the Structural Equation Modeling (SEM) equation model. Findings :The results of this series of research show that 1) digital leadership without providing results influences employee engagement, 2) digital leadership without providing results influences employee performance, 3) organizational support provides results with a positive influence and occurs significantly on employee engagement, 4) organizational support provides results with a positive influence and significant attitude on employee performance. Implication :5) employee engagement provides results with a positive influence and significant relationship on employee performance, 6) employee engagement without being able to mediate the influence of digital leadership on employee performance, 7) engagement employees succeeded in mediating the influence of organizational support on employee performance.
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Mashanafi, Dwi Pratiktho, and Martinus Parnawa Putranta. "The Effect of Employee Experience and Engagement on Intention to Leave with Innovative Work Behavior as a Mediating Variable." Jurnal Riset Ekonomi Manajemen (REKOMEN) 7, no. 1 (April 2, 2024): 244–59. http://dx.doi.org/10.31002/rekomen.v7i1.1199.
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The purpose of this study is to analyze the effect of employee experience and employee engagement on intention to leave through innovative work behavior as a mediating variable using a sample of 168 employees who worked in startup digital companies in Indonesia. Purposive sampling was used to invite respondent participation. Structual Equation Modelling was employed for data analysis. Then the result shows that employee experience and employee engagement had a direct and negative effect on intention to leave, while employee engagement is not proven to have a direct effect on intention to leave. Innovative work behavior also succesfully fully mediated the relationship between employee engagement and intention to leave.
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Jungst, Martijn, Julia Milner, and Trenton Milner. "The Effect of Leader-Member Exchange on Voice." International Journal of Technology and Human Interaction 18, no. 1 (January 2022): 1–19. http://dx.doi.org/10.4018/ijthi.293199.
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The new digital age introduces new challenges and opportunities for leaders to engage their followers in voice behavior. Drawing on the conservation of resources theory, the objective of this paper is to examine the mediating role of employee engagement and the moderating role of the degree of digital communication by conducting two independent studies comprised of 116 and 188 employees. Results indicated that the positive effect of LMX on voice was mediated by employee engagement. Analyzing the moderation effects of the degree of digital communication, we found that the degree of digital communication attenuated the increase in employee engagement associated with LMX. We contribute to the literature on LMX and employee engagement by showing that while voice behaviors are reduced via the increased use of digital communication in the workplace, leaders can leverage digital communications to engage employees with lower LMX.
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Ekhsan, Muhamad, Yuan Badrianto, and Suwandi Suwandi. "Digital Talent on Employee Retention: the Role of Employee Engagement as Mediation." Journal of Law and Sustainable Development 11, no. 10 (October 30, 2023): e1121. http://dx.doi.org/10.55908/sdgs.v11i10.1121.
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Objective: This study aims to determine and analyze the effect between the variables of Digital Talent on Employee retention, the effect of Employee Engangement on Employee Retention, the effect of Digital Talent on Employee Engangement and the effect of Digital Talent on Employee Retention mediated by Employee Engangement. Methods: The research was conducted using quantitative methods consisting of 3 variables, namely Digital Talent, Employee Retention and Employee Engangement. The population used is employees who work in the manufacturing sector in West Java province with a sample size of 170 respondents, the sampling technique used is probability sampling technique with random sampling method. Data collection is done through google form in filling out an online survey using a Likert scale of 1-5. Data analysis in this study used the help of the SmartPLS software program version 3.0. Results and Conclusion: The analysis explains that the higher the level of digital capabilities and skills possessed by employees, the more likely they are to stay with the company. Employees' engagement at work and their relationships with coworkers, management, and the company as a whole play an important role in linking digital talent with employee retention. Implications of the research: This research has broad implications, both in the practice of human resource management in companies and in social dynamics in the world of work. By understanding the relationship between Digital Talent, Employee Engagement, and Employee Retention, companies can improve employee retention, promote employee well-being, and foster the growth of a more digitized industry. Originality: This research brings novelty by focusing on digital talent in the manufacturing industry. This industry is traditionally known for its different work structures and varying levels of automation. In the face of the industrial revolution 4.0, manufacturing companies in West Java need to evaluate the impact of digital talent on their employee retention, having unique characteristics and challenges.
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Chan, Ai Joo, Lai Wan Hooi, and Kwang Sing Ngui. "Do digital literacies matter in employee engagement in digitalised workplace?" Journal of Asia Business Studies 15, no. 3 (March 25, 2021): 523–40. http://dx.doi.org/10.1108/jabs-08-2020-0318.
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Purpose This study aims to understand the role of digital literacies as a moderator between employee engagement and its antecedents, namely, workplace digitalisation and innovative culture. Design/methodology/approach A total of 256 valid samples were used in the analysis. The respondents were individuals used as management-level executives in companies located in Selangor/Kuala Lumpur. The model was tested using structural equation modelling. Findings The findings reveal that there exists a significant association between employee engagement and its antecedents, namely, workplace digitalisation and innovative culture. Digital literacies are found to moderate the relationships between workplace digitalisation-employee engagement and innovative culture-employee engagement. Practical implications This paper provides new insight to the practitioners about the role of digital literacies in raising employee engagement in the digital workplace. Originality/value These findings enrich the literature on employee engagement, whereby, improving employee digital literacies strengthens employee acceptance to workplace digitalisation and benefit from the innovative culture to stay engaged.
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Karimah, Syamilatul, and Isthofaina Astuty. "Pengaruh Self Eficacy terhadap Kinerja Karyawan dengan Employe Engagement sebagai Variabel Mediasi Studi pada CV. Jawara Digital Yogyakarta." Journal of Economics, Assets, and Evaluation 1, no. 2 (December 31, 2023): 1–19. http://dx.doi.org/10.47134/jeae.v1i2.101.
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Tujuan dari penelitian ini untuk mengetahui pengaruh “self-efficacy terhadap kinerja karyawan dengan employee engagement sebagai variabel mediasi pada CV. Jawara Digital Yogyakarta”. Dalam penelitian ini sampel berjumlah 89 responden yang dipilih dengan menggunakan sampel jenuh (sensu), yaitu seluruh anggota populasi dijadikan responden. Populasi dalam penelitian ini adalah karyawan tetap CV. Jawara Digital Yogyakarta. Teknik pengumpulan data dalam penelitian ini menggunakan kuesioner berbentuk Google Form. Penelitian ini diolah menggunakan analisis data dengan program SPSS versi 26. Hasil penelitian ini menunjukkan bahwa self-efficacy berpengaruh positif dan signifikan terhadap kinerja karyawan, self-efficacy berpengaruh positif dan signifikan terhadap employee engagement, employee engagement tidak berpengaruh positif dan tidak signifikan terhadap kinerja karyawan, employee engagement tidak memediasi self-efficacy terhadap kinerja karyawan.
The purpose of this research is to determine the influence of self-efficacy on employee performance with employee engagement as a mediating variable at CV. Jawara Digital Yogyakarta. In this study, a sample of 89 respondents was selected using saturation sampling, where all members of the population were included as respondents. The population in this study consists of permanent employees of CV. Jawara Digital Yogyakarta. Data collection in this research utilized a Google Form questionnaire. The data were analyzed using SPSS version 26. The results of this study indicate that self-efficacy has a positive and significant influence on employee performance, self-efficacy has a positive and significant influence on employee engagement, employee engagement does not have a positive and significant influence on employee performance, and employee engagement does not mediate the relationship between self-efficacy and employee performance.
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Hima, Nadia, Djamel Benarous, Bilal Louail, and Walid Hamadi. "Enhancing employee engagement through digital HR practices: the mediating role of organizational trust in algerian universities." South Florida Journal of Development 6, no. 1 (January 28, 2025): e4942. https://doi.org/10.46932/sfjdv6n1-030.
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This study attempts to investigate the impact of virtual human resource practices on employee engagement, including the mediating role of organizational trust. Following the quantitative methodology, data were collected through a sample of 418 employees in several universities in Algeria. The hypotheses have been tested using SPSS and AMOS software. These have presented results which support the impact of using technology, virtual learning, and development and virtual employee self-service systems on the engagement of employees that are mediated by organizational trust. The practical implication here is that universities increase digital HR practices that reinforce organizational trust, as such practice increases employee engagement in an organization. This will add to the literature of analyses that correlate digital human resource practices and employee engagement within the higher education sector, laying emphasis on the role of trust as a mediating variable. This study is original in focusing on universities in Algeria, hence serving critical recommendations to decision-makers and human resource professionals for boosting employee engagement in these uncertain times of digital transformations.
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Hizam, Sheikh Muhamad, Habiba Akter, Ilham Sentosa, Waqas Ahmed, Mohamad Noorman Masrek, and Jawad Ali. "Predicting Workforce Engagement towards Digital Transformation through a Multi-Analytical Approach." Sustainability 15, no. 8 (April 18, 2023): 6835. http://dx.doi.org/10.3390/su15086835.
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The shift towards sustainable and digital practices in organizations is transforming employees’ mindsets and work performance. The digital transformation in academia is leading to meaningful changes in the behaviors and responsibilities of non-academic employees within organizations toward sustainable and responsible practices. By expounding insights into these views through social exchange theory (SET), this study aims to examine the key predictors of employee engagement (EE); namely, knowledge sharing (KS), employee mobility (EM), training and development (TD), and psychological empowerment (PE) in a digital workplace scenario. A quantitative survey based on convenience sampling was conducted to validate the research framework through partial least squares structural equation modelling (PLS-SEM). Accordingly, 205 responses were collected from the non-academic staff of universities in Klang Valley, Malaysia. Data analysis results showed that all hypotheses were significantly accepted. The impact of the model variables on employee engagement in digital transformation was found to be 75%, with employee mobility and knowledge sharing being the most prominent factors. Multigroup analysis (MGA) and importance-performance map analysis (IPMA) were additional analytical tools applied to reinforce the survey findings further and provide more comprehensive insights into employee engagement across different departments within the organization. The findings also showed the robustness of social exchange theory in digital business practices. This research offers novel and innovative perspectives on the impact of various factors (KS, EM, TD, PE) on employee engagement during digital transformation and how they mold employee behavior toward driving productive and responsible outcomes.
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Pandey, Shivani, and Dr Sarika Sushil. "Redesigning employee engagement practices in the digital era." Asian Journal of Management and Commerce 4, no. 1 (January 1, 2023): 235–41. http://dx.doi.org/10.22271/27084515.2023.v4.i1c.167.
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MISHRA, SIDDHANT. "Digital Transformation of Employee Engagement: AI Implementation Strategies in Entrepreneurial Ventures." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 01 (January 21, 2025): 1–9. https://doi.org/10.55041/ijsrem40977.
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Our research investigates how entrepreneurial ventures transform employee engagement through AI implementation strategies. The study combines survey responses from employees and founders with semi-structured interviews of HR leaders to understand the effectiveness of various AI implementation approaches. Results show that companies using a phased AI implementation approach achieved 47% higher employee satisfaction scores compared to those pursuing rapid deployment. Additionally, ventures that involved employees in AI tool selection reported 3.2 times higher adoption rates and 58% lower resistance to digital transformation initiatives. The findings indicate that successful digital transformation depends heavily on leadership communication style, with transparent and collaborative approaches yielding better outcomes. We found that companies integrating AI tools with existing workflows, rather than replacing them entirely, experienced 65% higher employee retention rates during the transition period. Surprisingly, smaller ventures (under 50 employees) demonstrated more agility in AI adoption compared to mid-sized competitors. However, budget constraints often forced them to prioritize certain aspects of digital transformation over others. These insights contribute to the growing body of knowledge on digital transformation strategies and provide practical guidelines for entrepreneurs managing AI implementation while maintaining high employee engagement. Our research addresses the critical gap between theoretical frameworks of digital transformation and real-world implementation challenges in entrepreneurial settings. Keywords: employee engagement, artificial intelligence, digital transformation, entrepreneurship, organizational change, technology adoption
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Stachová, Katarína, Zdenko Stacho, Peter Šamalík, and Filip Sekan. "The Impact of E-HRM Tools on Employee Engagement." Administrative Sciences 14, no. 11 (November 15, 2024): 303. http://dx.doi.org/10.3390/admsci14110303.
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The examination of the impact of digital innovations on employee motivation and engagement is crucial given the rapid technological advancements. This study focused on digital HRM practices, such as digital interaction platforms. The results indicated that respondents generally had positive to neutral views on these practices, with big data analytics receiving the highest rating for its potential to enhance organizational performance and employee engagement. The study revealed a moderately strong positive correlation between the use of digital platforms and big data analytics, suggesting a holistic approach to digital transformation in HRM. However, a weak correlation between digital innovations and engagement suggests that the direct impact of digital tools on employee engagement is limited by other factors. Larger companies tend to implement advanced digital HRM practices more due to their greater resources. The study’s limitations include a restricted sample from the Central and Eastern European region and reliance on self-assessed data. Future studies should include more diverse regions and long-term studies, combining quantitative data with qualitative insights. Digital innovations in HRM offer promises for process improvement and data-driven decision-making, but their impact on employee engagement is complex and requires an integrated approach of technological and managerial practices.
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Setiawan, Indra, and Sinta Sundari Heriyanti. "The effect of employee engagement on employee outcomes working from home moderated digital learning orientation." Enrichment : Journal of Management 13, no. 1 (April 20, 2023): 277–83. http://dx.doi.org/10.35335/enrichment.v13i1.1019.
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During the Covid-19 pandemic, the government told people to stay away from each other. Because of this, the company has a rule that says you can't work from home. Implementing the work-from-home (WFH) policy significantly affects how employees do their jobs. WFH makes employees less interested in their careers, which is terrible. This could be because employees find it hard to communicate and work with digital devices, so they need to learn how to use them. The goals of this study were to (1) determine how employee engagement affects employee outcomes when they WFH and (2) determine how digital learning orientation affects employee engagement and employee outcomes when they WFH. All of the people in this study are employees who work in the Greater Jakarta area of Indonesia and have a WFH policy or are in the process of making one. Samples were taken using a " convenience sampling method," which is not based on chance. The PLS approach SEM method was used to look at the data. The study results show that digital learning orientation does not moderate the effect of employee engagement on employee outcomes WFH.
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Wicaksono, Biyanto Daru, and Siti Rahmawati. "Pengaruh Employee Engagement Terhadap Kinerja Karyawan Direktorat Sistem Informasi dan Transformasi Digital Institut Pertanian Bogor." Jurnal Manajemen dan Organisasi 10, no. 2 (January 20, 2020): 133–46. http://dx.doi.org/10.29244/jmo.v10i2.30132.
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Employees who are engaged will give the best performance and do things related to the job optimally in order to achieve the goals of the institution. This study aims to analyze the influence of employee engagement on the performance of employees of the Directorate of Information Systems and Digital Transformation (DSITD) of IPB University. The research method used is quantitative research method, using descriptive statistik analysis and multiple linear regression analysis. The results of the study can be concluded that the state of employee engagement and employee performance in DSITD IPB is in good category. Partially, absorption elements have been found to effect the employee performance. However, together with vigor and dedication, absorption element have an effect of 67,5 percent on employee performance, meaning that of all variables that can affect employee performance, employee engagement only affects 67,5 percent.
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Novembriani Irenita, Lily Yuntina, Fasida Dharma Yudastoro, Erni Pratiwi Perwitasari, and Mochammad Subagio. "The Effect of Coaching and Discipline on Managerial Employee Performance Mediated by Employee Engagement Transportation Industry." International Journal of Advanced Multidisciplinary 3, no. 1 (May 5, 2024): 39–54. http://dx.doi.org/10.38035/ijam.v3i1.500.
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The article on the influence of coaching and discipline on managerial employee performance which is mediated by employee engagement is a scientific literature article within the scope of human resource management science. The purpose of this writing is to build a hypothesis of the influence between variables which can later be used for further research within the scope of human resource management. The research method used is descriptive qualitative. Data was obtained from previous research that is relevant to this research and sourced from academic online media such as Publish or Perish, Google Scholar, digital reference books and Sinta journals. The results of this article are: 1) Coaching influences employee engagement; 2) Discipline influences employee engagement; 3) Coaching influences the performance of managerial employees; 4) Discipline influences the performance of managerial employees; 5) Employee engagement influences the performance of managerial employees; 6) Coaching managerial influences employee performance through employee engagement; and 7) Discipline influences managerial employee performance through employee engagement.
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Garima Sainger, Palak Dev,. "The Effect of Digital Training Transformation and Psychological Comfort on Employee Performance and Engagement." Tuijin Jishu/Journal of Propulsion Technology 44, no. 4 (October 16, 2023): 5435–40. http://dx.doi.org/10.52783/tjjpt.v44.i4.1918.
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At work place, as the management practices are changing rapidly. Simultaneously, employee engagement is an important variable which express and employ person emotionally, cognitively and physically. It enables people to perform the work roles very effectively in the organisation. Transformation of the training also affects the engagement. In comparison of traditional training, digital training is more comfortable. Thus, the aim of this research is to examine the impact of comfort on employee engagement. This research is empirical in nature. Questionnaire was constructed in this regard. This was filled by almost 300 employees. Multiple regressions were applied on the data which showed the significant impact of physical comfort, functional comfort and psychological comfort on the employee engagement. This study is useful for the employers who wants to enhance the engagement of their employees in the organisation.
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Kablashova, I. V., I. V. Logunova, and V. N. Rodionova. "Methodology for ensuring employee engagement in the context of enterprise digital transformation." Vestnik Universiteta, no. 8 (September 20, 2023): 40–48. http://dx.doi.org/10.26425/1816-4277-2023-8-40-48.
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The implementation of strategic priorities of domestic enterprises digital transformation actualizes the tasks of employee engagement in this process. It necessitates the development of methodological approaches to the study of employee engagement in strategic decision-making to improve the quality of processes and production activities of the enterprise. The purpose of the study is to present the results of research on methodological approaches development that reveal the content and features of employee engagement management in the activities of the enterprise. The research methodology includes logical substantiation of essence of the processes under study, data from scientific and analytical publications on the problem under consideration. In the course of the research interrelation between the problems of ensuring employee engagement and leadership of enterprise management has been revealed, and criteria for evaluating the actions of different categories of personnel in ensuring and increasing employee engagement developed. Active and passive approaches to involvement management determining interests of managers and employees and their influence on business results and organizational changes have been identified. The model of employee engagement in enterprise’s activities has been created considering the content of digital transformation processes, application of which allows motivating personnel to manifest digital initiatives and participate in the activities of project teams. The conclusions obtained by the authors are of a theoretical and applied nature. They will contribute to development of scientifically based approaches to developing a strategy for managing employee engagement in digital transformation processes. The results of the research can be useful to scientists and practitioners dealing with the problems of human resource management in innovations and digital standards of industrial enterprises implementation.
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Firmansyah, Rahmat, and Elfrida Viesta Napitupulu. "The influence of employee engagement, digital transformation and talent management on the performance of Mercure Hotel Jakarta Kota employees." Jurnal Ekonomi Perusahaan 31, no. 2 (September 11, 2024): 119–30. http://dx.doi.org/10.46806/jep.v31i2.1197.
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This research aims to analys the power of employee engagement, digital transformation, and talent management on employee performance. The population of this research is employees of the Mercure Jakarta Kota hotel. The sampling technique used is a completely filled of sample. So the total sample is 110 employees of the Mercure Jakarta Kota hotel. The research uses a quantitative approach with multiple linear regressions. The data that has been collected is calculated using the SPSS version 26 statistical program. The research results show that partially and simultaneously employee engagement, digital transformation, and talent management have a positive and important impact on the performance of Mercure Jakarta Kota hotel employees.
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Putri, Marissa Febrianty, Henndy Ginting, and Missiliana Riasnugrahani. "Pengaruh Metode Digital Storytelling dalam Peningkatan Employee Engagement Karyawan PT PLN Jawa Barat." Humanitas (Jurnal Psikologi) 2, no. 2 (August 23, 2018): 119–34. http://dx.doi.org/10.28932/humanitas.v2i2.1566.
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This study is part of the thesis research and aims to see the effect of Digital Storytelling to improve employee engagement on employees of PT. State Electricity Company (PLN) Persero Distribution West Java (Disjabar). The design used in this research is Non-equivalent Control Group Design. The measuring tool used is a Gallup Q12 questionnaire created by Gallup (1996) consisting of 12 items that measure dependent variables. Test results validity of Gallup Q12 using alpha cronbach with value= 0,71. The results showed that there was a difference of employee engagement score in the experimental group of employees of PT. PLN Persero Disjabar before and after given digital storytelling intervention. From the research result, it is found that digital storytelling can increase employee engagement especially on dimension of Overall Satisfaction, What Do I Give? And What Do I Get?
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Dixit, Abhilasha, Rimjhim Jha, Ruturaj Baber, and Prerana Baber. "The Impact of Artificial Intelligence on Digital Employee Engagement." Prabandhan: Indian Journal of Management 17, no. 9 (September 14, 2024): 24. http://dx.doi.org/10.17010/pijom/2024/v17i9/173940.
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Dunderdale, Nicky. "How the employee benefits market is going digital." Strategic HR Review 17, no. 1 (February 12, 2018): 33–38. http://dx.doi.org/10.1108/shr-12-2017-0084.
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Purpose Nicky Dunderdale, Director of Digital at Psyon, says there is a growing industry demand for intuitive, digital solutions to drive change and transformation in employee benefits to improve the management and communication of employee benefits – a demand that is set to accelerate. Design/methodology/approach In her paper, Nicky examines the following: Why is technology required for employee benefits? What can be done to improve engagement with employees? How can companies use data to deliver more tailored benefit packages to their employees and make the most of their benefit spend? How are companies measuring ROI on their technology investment? Findings In the words of David D’Souza, Head of Engagement at the CIPD, “The credibility of HR in the future will depend upon its ability to utilise traditional skills in combination with tech capability to deliver enhanced performance. There is no longer an opt out of the technology conversation”. Originality/value This paper is an essential reading for HR professionals and employers looking to use their reward and employee benefits strategies to recruit and retain the best talent.
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Hedi Saepudin, Tubagus, Agus Purwo Wicaksono, Lily Yuntina, Indra Rustiawan, and Bekti Setiadi. "Antecedents of Employee Performance and Employee Engagement in Sector Airlines: Library Research." Siber Journal of Advanced Multidisciplinary 2, no. 1 (April 14, 2024): 8–25. http://dx.doi.org/10.38035/sjam.v2i1.89.
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The article on antecedents of employee performance and employee engagement in the airline sector: library research is a scientific literature article within the scope of human resource management science. The purpose of this writing is to build a hypothesis regarding the influence between variables which can later be used for further research within the scope of human resource management. The research method used is descriptive qualitative. Data was obtained from previous research that is relevant to this research and sourced from academic online media such as Publish or Perish, Google Scholar, digital reference books and the journal Sinta. The results of this article are: 1) Servant leadership influences employee engagement; 2) Paternalistic leadership influences employee engagement; 3) Transformational leadership influences employee engagement; 4) Servant leadership influences employee managerial performance; 5) Paternalistic leadership influences employee managerial performance; 6) Transformational leadership influences employee managerial performance; and 7) Employee engagement influences employee managerial performance.
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Gellmers, Joschka, and Nanxi Yan. "Digital Leisure Engagement and Positive Outcomes in the Workplace: A Systematic Literature Review." International Journal of Environmental Research and Public Health 20, no. 2 (January 5, 2023): 1014. http://dx.doi.org/10.3390/ijerph20021014.
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The rise of the Internet and information and communication technologies (ICTs) has led to employees spending increasingly more time on non-work-related digital activities at work. A vast literature base exists that is devoted to the potential adverse effect of such activities in the form of cyberloafing. However, not much is known about the positive outcomes of such activities conceptualized as digital leisure. The present review systematically examines current literature on digital leisure activities and how these contribute to positive outcomes in the workplace. Additionally, possible moderating and mediating variables are investigated. Using the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework, eight peer-reviewed studies were identified that met inclusion criteria. The results indicate that resource recovery processes and employee well-being, as well as employee productivity are positively associated with digital leisure in the workplace. Age was found to moderate the relationship between digital leisure and self-reported employee productivity, while employee satisfaction was found to mediate the relationship between digital leisure and employee productivity. Future research directions are outlined and implications for the work context are discussed.
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Wijaya, Andreas, Sophia Reni Susilo, Alfaro Diaz, and Enjelio Abelto. "The Influence of Emotional Intelligence, Self Efficacy, and Employee Engagement on Employee Commitment in Digital Sector." Dinasti International Journal of Education Management And Social Science 5, no. 6 (August 5, 2024): 1718–31. https://doi.org/10.38035/dijemss.v5i6.2846.
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This study examines the impact of Emotional Intelligence, Self-Efficacy, and Employee Engagement on Organizational Commitment among employees in digital companies, utilizing data from 147 respondents. Emotional Intelligence significantly enhances Organizational Commitment through Employee Involvement. Employees with high EI are better at building strong interpersonal relationships and communicating effectively, which leads to higher levels of involvement and commitment to the organization. This is supported by the mediation effect found between EI and Organizational Commitment, emphasizing the importance of employee involvement. Self-Efficacy also positively influences Organizational Commitment through its effect on Employee Involvement. Employees with high self-efficacy are more confident and involved in their work, resulting in greater attachment and commitment to their organization. Direct relationships were found between Emotional Intelligence and Employee Involvement, indicating that higher EI leads to increased engagement and proactive behavior in the workplace. This further contributes to better job performance and organizational commitment. Additionally, Employee Involvement significantly enhances Organizational Commitment. However, Self-Efficacy does not have a significant direct impact on Employee Involvement, suggesting that other factors, such as organizational culture or leadership style, might play a more crucial role. Overall, fostering Emotional Intelligence and self-efficacy is essential for enhancing Employee Engagement and Organizational Commitment in digital companies.
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Permana, Iman, Elvia Afkar, and Helena Augusta. "DIFFERENTIAL DIAGNOSIS OF DIGITAL CULTURE IN STARTUP VS NON-STARTUP COMPANIES IN INDONESIA TO DRIVE EMPLOYEE ENGAGEMENT AND DIGITAL MATURITY." JHSS (JOURNAL OF HUMANITIES AND SOCIAL STUDIES) 5, no. 2 (July 29, 2021): 133–41. http://dx.doi.org/10.33751/jhss.v5i2.3753.
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Digital transformation is not an easy task to do and many argues that digital culture is one of the many factors contributing to its success. Culture could lead the transformation by collaborating the whole organization towards its mutual vision and therefore could influence the employee engagement. Objective: This study assesses digital culture’s role in driving employee engagement and digital maturity when transformation intervention implemented in the organization, specifically in the start-up and non start-ups company in Indonesia. This exploration is intended for managers and leaders to understand the digital culture differences in both group of companies and to determine which opportunities they may need to improve and strengthen the company’s employee engagement and digital maturity. Methodology: The combination of Capgemini’s digital culture model, Gallup Q12’s employee engagement model and Gill VanBoskirk’s digital maturity model are used in measuring the start-ups and non start-ups. Result: The digital culture score in the start-ups company was higher than in the non start-ups, consistently in all dimensions, with corresponding higher employee engagement as well as digital maturity. Conclusion: This study suggest that the start-ups have a more developed digital culture than the non start-ups. Further research is suggested to find out which dimension of digital culture that would cause a corresponding higher employee engagement and digital maturity. It would be beneficial if the similar study is carried out in a different country so that the comparison of the start-ups culture could be analysed and learned.
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Shafariah, Hanuna, Akmil Asril, and Redjeki Agoestyowati. "Leadership Transformation in the Digital Age: Implications for Employee Performance and Engagement in Modern Organizations." International Journal of Management Science and Information Technology 4, no. 2 (December 3, 2024): 482–91. https://doi.org/10.35870/ijmsit.v4i2.3372.
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Leadership transformation in the digital era has become a key element in determining the success of modern organizations. This study aims to analyze the effect of digital leadership on employee performance and engagement. A quantitative approach with descriptive and explanatory survey design was used to collect data from 200 respondents in the technology, banking, and education sectors. The research instrument was a 5-point Likert scale questionnaire measuring technological adaptability, support for innovation, policy flexibility, and information transparency as dimensions of digital leadership. The results of the linear regression analysis showed that digital leadership has a significant positive effect on employee performance with a regression coefficient of 0.45 (p <0.01) and on employee engagement with a coefficient of 0.38 (p <0.05). The coefficients of determination were 0.52 and 0.46, respectively, indicating that most of the variation in employee performance and engagement can be explained by digital leadership. These findings emphasize the importance of technological adaptability and innovation support in creating a productive and collaborative work environment. The practical implications of this study include digital leadership training, the implementation of flexible work policies, and the increase of information transparency to strengthen the relationship between leaders and employees. In conclusion, effective digital leadership increases productivity and strengthens employee commitment and motivation, making it an important strategy for creating sustainable organizational competitiveness in the digital era.
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Siswanto, Edy, Sri Wahyuning, Nanik Qosidah, Haril Ihsanil Huda, and Pindo Asti. "Enhancing Employee Engagement through Gamified Digital Platforms: A Case Study Approach in the Technology Sector." Journal of Management and Informatics 3, no. 3 (December 30, 2024): 531–48. https://doi.org/10.51903/jmi.v3i3.59.
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Employee engagement is a crucial factor in organizational success, particularly in the dynamic and competitive technology sector. Traditional approaches, such as financial incentives, often fail to create sustainable intrinsic motivation, necessitating innovative solutions such as gamification. This study aims to analyze the role of gamification in enhancing employee engagement through the implementation of digital platforms in medium-sized technology companies. The research employs a case study methodology with a qualitative approach, involving in-depth interviews with 15 informants, including employees and managers, as well as user activity data analysis from the gamification platform. The findings indicate that gamification significantly improved employee engagement, with the proportion of employees exhibiting "High" engagement levels increasing from 25% to 60%, and "Very High" levels rising from 10% to 35%. Conversely, the "Very Low" category decreased from 15% to 5%. These results suggest that gamification elements such as rewards, challenges, and team collaboration fulfill employees’ psychological needs and create a more dynamic and productive work environment. This study contributes to the literature by providing insights into the effectiveness of gamification in the technology sector and offering practical recommendations for organizations to design relevant and sustainable gamification platforms. In conclusion, gamification is a promising strategy for enhancing employee engagement, provided that its elements are tailored to individual preferences and the technological readiness of the organization
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Azmy, Ahmad, Lisnawati Pertiwi, Nathasya Fressilia Agusta, and Desy Trihayu Kwerawarni. "The Effect of Organizational Leadership, Employee Development, and Performance Management on Employee Engagement." International Journal of Multicultural and Multireligious Understanding 10, no. 10 (October 25, 2023): 389. http://dx.doi.org/10.18415/ijmmu.v10i10.5146.
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Digital era demands a tight competition among organizations, and employee engagement plays pivotal factors in determining the organizational success, especially in the manufacturing companies. This research examines the effect of organizational leadership, employee development, and performance management on employee engagement in the manufacturing sector. Through a comprehensive case study approach, data were collected from several manufacturing companies to analyze the relationships among these key variables. Quantitative approach was applied. Respondents were employees of manufacturing companies in food and beverage, automotive, textile, electronic, and other sectors, recruited using saturation sampling technique. The causal model was applied, and data were analyzed using Structural Equation Modeling, which was operated through SmartPLS. The results of the study demonstrated a positive and significant effect of organizational leadership and performance management on employee engagement. However, training and development were found to have no significant effect on employee engagement.
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Setyoningtyas, Prinindia Rizky, and Hary Febriansyah. "ASSESSING THE READINESS OF FLEXIBLE WORKING SYSTEMS AND EMPLOYEE ENGAGEMENT : THE SIGNIFICANCE OF TRANSFORMATIONAL LEADERSHIP IN MILLENNIAL AND GENERATION Z AT THE DJKN SECRETARIAT." Jurnal Ilmiah Manajemen, Ekonomi, & Akuntansi (MEA) 8, no. 3 (September 19, 2024): 749–64. http://dx.doi.org/10.31955/mea.v8i3.4450.
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The need for bureaucratic reform, digital transformation, and the COVID-19 pandemic encourage the Ministry of Finance to implement a flexible working system in accordance with Minister of Finance Regulation (KMK) No. 416 of 2023. This study focuses on employees in the Secretariat of DJKN, particularly Millennials and Generation Z. This research employs mixed method that involves quantitative and qualitative aspects. The quantitative component used structured questionnaires to collect numerical data on the flexible working system, transformational leadership, and their impact on employee engagement. The qualitative component involved in-depth interviews with key organizational figures. Quantitative data analysis employed moderation regression analysis (MRA) to examine the relationship between the flexible working system and employee engagement, as well as how transformational leadership moderates this relationship. The research findings indicate that the flexible working system has a significantly positive impact on employee engagement, especially among Millennials and Generation Z. Additionally, transformational leadership significantly enhances the effectiveness of the flexible working system. Leaders who inspire and motivate their team members can amplify the positive effects of flexible work arrangements on employee engagement.
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Sherin, Haroun El Rashied. "The impact of building digital culture on employees' engagement in the ICT sector." i-manager’s Journal on Management 17, no. 1 (2022): 19. http://dx.doi.org/10.26634/jmgt.17.1.18964.
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Culture is the heart of any organization. In organizations, culture is like the DNA of an organization, thus each organization is a unique one. In this context, corporate culture is not only created by the founders, management, and employees of a company but is also influenced by national cultures and traditions, economic trends, international trade, company size, and products where organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Digital transformation is a cultural transformation that affects the majority of people who work, and it will never be realized unless companies are still confident in their employees that digitalization can help organizations, people, and society achieve a better future. Based on that, employee engagement in digital transformation is a necessity, where an "engaged employee" is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests. Accordingly, effective digital transformation can never be achieved unless companies build confidence among their staff that digitalization can help organizations, people, and society achieve a positive future. The research analyses of the data were collected using the mixed qualitative approach. Based on that, semi-structured interviews with interviewees were conducted with the aid of an interview guide to collect the qualitative data. As for the quantitative data, a questionnaire was distributed to collect the necessary data to be able to test the hypotheses. The four main dimensions of digital culture: involvement, consistency, adaptability, and mission have a positive impact on employees' engagement in the ICT governmental sector in Egypt. Digital success requires companies to build a culture that is closely aligned with the business, talent, and technology strategies in order to facilitate and not impede the digital transformation. Therefore, aligning company culture and building the digital culture in the organization in the right way will affect employee engagement positively. In this context, the study concluded that there is a positive impact relationship between building digital culture and employee participation in the ICT sector.
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Komariyah, Imas, and Resty Ismawanti. "Exploring the Influence of Digital Transformation, Change Management, and Employee Engagement on Organizational Performance of Non Profit Organization in Indonesia." International Journal of Business, Law, and Education 5, no. 2 (November 19, 2024): 2651–62. http://dx.doi.org/10.56442/ijble.v5i2.919.
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This study explores the influence of digital transformation, change management, and employee engagement on the organizational performance of nonprofit organizations in Indonesia. Using a quantitative approach with 250 respondents from various nonprofit sectors, the results indicate that all three factors significantly impact organizational performance. Change management emerges as the most influential variable and mediates the effects of digital transformation and employee engagement. These findings highlight the critical role of effective change management in ensuring that digital initiatives and employee engagement efforts translate into improved organizational outcomes. The study emphasizes the importance of strategic investments in technology, fostering employee engagement, and strong change management practices to enhance nonprofit performance. Recommendations for further research are also provided to expand the understanding of these relationships in different contexts.
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Rathy, Christina. "GAMIFICATION AND THE CHALLENGES OF DIGITALISATION ON EMPLOYEE ENGAGEMENT, THE CASE OF ACADEMICIANS IN PRIVATE HIGHER EDUCATION INSTITUTIONS (PHEIS) KLANG VALLEY, SELANGOR." International Journal of Modern Education 6, no. 22 (September 30, 2024): 785–805. https://doi.org/10.35631/ijmoe.622052.
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The focus of this paper is on Private Higher Education Institutions (PHEIs) in Klang Valley, Selangor, which also analyses digital receptivity, digital culture, employee engagement, and the digital revolution. The education sector has undeniably undergone a vigorous digital transformation and modernization. This has improved students' learning experience by making the delivery of the syllabus more sophisticated and engaging. The effects of digitalization and employee engagement on the academicians have received less attention than the effects of digitalization and modernization on pedagogies. Researchers have shown that faculty members act as "gatekeepers" to workplace engagement, which in turn affects employees' levels of enthusiasm, commitment, and focus. Two areas of unfilled research are the focus of this study. Firstly, this thesis examines the gap in the lack of research on the role digitalisation and employee engagement in PHEI among academicians. Secondly, to examine the digitalisation transition involving the gatekeepers. The result of this study underpins a possible solution for enhancing task characteristics (psychological meaningfulness), management style and process (psychological safety), and insecurity (psychological availability). The researcher examines the academics' attitudes about digital technology between gamification, and employee engagement. Despite the large number of studies done to prove the link between the factors, it has become clear that most of these studies were carried out in non-Western settings. To rephrase, further research into the correlation between digitalisation and employee participation in specific regional contexts is required. To understand the lack of research addressed between digitalisation and employee engagement in PHEI among academics, and to evaluate the transition of digitalisation with gamification, it is necessary to undertake this study. The working hypothesis and conceptual framework for this inquiry have been formed via careful examination of the literature and ideas. Survey results will be evaluated for potential future relevance using partial least square-structural equation modeling (PLS-SEM) methods. Attempting to fill up the gaps in gamification evaluation, measurement, comparison, and construction, this paper stands out.
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Singh, Yuvika, and Heena Atwal. "Digital Culture –A Hurdle or A Catalyst in Employee Engagement." International Journal of Management Studies VI, no. 1(8) (January 30, 2019): 54. http://dx.doi.org/10.18843/ijms/v6i1(8)/08.
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Leonard, Bona Patrick, and Aryana Satrya. "The Performance of Technology Industry Startup Employees In The Digital Era In Indonesia." Dinasti International Journal of Digital Business Management 4, no. 3 (April 12, 2023): 437–47. http://dx.doi.org/10.31933/dijdbm.v4i3.1791.
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This study is aimed at testing the influence of motivation and organizational climate on employee performance through job satisfaction and employee attachment as mediating variables. This study uses a quantitative approach that highlights the relationship or influence between research variables and tests hypotheses, using primary data collected using the survey method through questionnaires with a liker scale of 1 to 5. The population in this study is Digital Startup Employees in Indonesia. The study sample numbered 265 people. Data analysis was carried out using descriptive statistical analysis and inferential statistical analysis (Structural Equation Modeling (SEM) using the Lisrel 8.80 program. The results showed that motivation, organizational climate, job satisfaction, and employee attachment had a positive and significant direct influence on job satisfaction; Motivation and organizational climate have a significant positive influence on job satisfaction and employee engagement. Job satisfaction and employee engagement as mediating variables increase the relationship between motivation and organizational climate to employee performance.
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Radin, Rachel M., Julie Vacarro, Elena Fromer, Sarah E. Ahmadi, Joanna Y. Guan, Sarah M. Fisher, Sarah D. Pressman, et al. "Digital Meditation to Target Employee Stress." JAMA Network Open 8, no. 1 (January 14, 2025): e2454435. https://doi.org/10.1001/jamanetworkopen.2024.54435.
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ImportanceMindfulness meditation may improve well-being among employees; however, effects of digital meditation programs are poorly understood.ObjectiveTo evaluate the effects of digital meditation vs a waiting list condition on general and work-specific stress and whether greater engagement in the intervention moderates these effects.Design, Setting, and ParticipantsThis randomized clinical trial included a volunteer sample of adults (aged ≥18 years) employed at a large academic medical center who reported mild to moderate stress, had regular access to a web-connected device, and were fluent in English. Exclusion criteria included being a regular meditator. Participants were recruited from May 16, 2018, through September 28, 2019, and completed baseline, 8-week, and 4-month measures assessing stress, job strain, burnout, work engagement, mindfulness, depression, and anxiety. Data were analyzed from March 2023 to October 2024.InterventionParticipants were randomized 1:1 to a digital meditation program or the waiting list control condition. Participants in the intervention group were instructed to complete 10 minutes of meditation per day for 8 weeks. The control group was instructed to continue their normal activities and not add any meditation during the study period.Main Outcomes and MeasuresThe primary outcome measure was change in Perceived Stress Scale (PSS) score at 8 weeks. Secondary outcome measures included changes in job strain, measured as work effort-reward imbalance.ResultsA total of 1458 participants (mean [SD] age, 35.54 [10.30] years; 1178 [80.80%] female) were included. Those randomized to meditation (n = 728) vs waiting list (n = 730) showed improvements in PSS (Cohen d, 0.85; 95% CI, 0.73-0.96) and in all secondary outcome measures (eg, job strain: Cohen d, 0.34; 95% CI, 0.23-0.46) at 8 weeks. These improvements were maintained at 4 months after randomization (PSS: Cohen d, 0.71; 95% CI, 0.59-0.84; job strain: Cohen d, 0.37; 95% CI, 0.25-0.50). Those using the app from 5 to 9.9 min/d vs less than 5 min/d showed greater reduction in stress (mean PSS score difference, −6.58; 95% CI, −7.44 to −5.73).Conclusions and RelevanceThe findings suggest that a brief, digital mindfulness-based program is an easily accessible and scalable method for reducing perceptions of stress. Future work should seek to clarify mechanisms by which such interventions contribute to improvements in work-specific well-being.Trial RegistrationClinicalTrials.gov Identifier: NCT03527303
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Lukić-Nikolić, Jelena. "The impact of digital technologies on employee engagement: Case study of company "A" in Serbia." European Journal of Applied Economics 20, no. 2 (2023): 29–40. http://dx.doi.org/10.5937/ejae20-43248.
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The rapid and progressive advancement of modern digital technologies and tools, as well as their widespread application, have changed the working environment and working conditions. As a result, many concepts, methods, practices, and activities related to employee engagement must be reconsidered and adapted to the needs of the new workplace. This paper highlights the key changes in employee engagement caused by digital technologies. Obtained results from conducted case study in one IT company from Serbia showed that modern technologies enable remote work, flexible working hours, more challenging and interesting tasks, but also lead to a variety of challenges among which are technologically caused stress, over-reliance on technology, work-life conflict, and burnout syndrome. The findings presented in this paper can be useful for managers and leaders who want to build, improve, and nurture employee engagement in the digital age. Human resource managers also have valuable information on how to develop practices and methods for using digital technologies and tools in the best possible way, without negative effects and consequences on employee engagement.
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Malichenko, I., K. Yakuschenko, and V. Paliy. "DIGITAL CORPORATE CULTURE AS A STRATEGIC GROWTH FACTOR FOR EMPLOYEE ENGAGEMENT." Management of the Personnel and Intellectual Resources in Russia 12, no. 5 (December 7, 2023): 71–79. http://dx.doi.org/10.12737/2305-7807-2023-12-5-71-79.
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Despite active discussions regarding the positive and negative effects of digitalization, the continuous and growing formation and development of the digital ecosystem of both organizations and the economy as a whole becomes apparent. Digital technologies and tools have transformed almost all functional areas of the modern personnel management system. In this connection, the issues of not accepting, but adapting and effectively using the digital environment by personnel are becoming much more relevant. The article is devoted to the formation of a digital corporate culture and the study of its influence on the involvement of personnel in daily work processes. The conclusions presented in the article are based not only on national expert surveys, but also on the results of author’s research of large Russian companies on the use of digital tools by staff in solving work tasks.
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Nurkhori, Arief, Alfina Rahmatia, Sri Handari Wahyuningsih, and Arni Surwanti. "Strengthening work engagement through digital engagement, gamification and psychosocial safety climate in digital transformation." Journal of Innovation in Business and Economics 5, no. 01 (June 30, 2021): 35–48. http://dx.doi.org/10.22219/jibe.v5i01.17477.
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The problem faced in technological developments and during the pandemic is transforming employee habits from offline to online work engagement. This research aims to look at empirical evidence regarding the relationship between digital engagement, gamification, and psychosocial safety climate (PSC) on work engagement. This study employs a quantitative approach with structural equation modelling, analyzing a series of exploratory and confirmatory factors to determine the relationship between variables. This study uses primary data through a questionnaire of as many as 164 respondents with a purposive sampling technique. This study proves that digital engagement and gamification variables on PSC and work engagement have a significant positive effect. Aspects of digital transformation through digital engagement and gamification influence PSC to increase work engagement. The relationship between gamification channelled through PSC can also mediate and prove a positive influence in strengthening work engagement.
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Chawla, Swati, Puja Sareen, and Sangeeta Gupta. "Ageing, mid-career concerns and organizational citizenship across employees in pre-retirement perspective: A study on employee engagement hassles and implications for leadership style mediation in Indian middle-sized IT firms." Journal of Statistics and Management Systems 26, no. 5 (2023): 1071–80. http://dx.doi.org/10.47974/jsms-1159.
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“Age inclusive Employee engagement” as a research construct foresees an extensive research background. The HR practices and their probable mediation in shaping the work environment and respective sustainable engagement in Indian IT firms is a novel construct and needs extensive dimensional and theoretical exploration. Age derived employee engagement as organizational resource is a research attribute of latest intellectual discourses. The study explored the ageing, mid-career concerns and organizational citizenship across employee in pre-retirement perspective and examined the employee engagement hassles and implications for leadership style mediation in IT companies. The sample frame comprises the 722 employees working across middle sized IT companies in age group 20-40. The study is based on the perceptions of the individual who were part of software delivery team with aid of laptops, desktops or other similar digital assets. The study concluded statistically significant impact of leadership style on the age inclusive employee engagement in middle sized IT firms.
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Belyaeva, Tatyana, and Irina Kozieva. "Employee engagement in HR analytical systems." Economic Annals-ХХI 186, no. 11-12 (December 28, 2020): 94–102. http://dx.doi.org/10.21003/ea.v186-11.
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Employee engagement is an important resource for the development of modern organizations and enterprises. Effective management of employee engagement leads to an increase in labour productivity, achievement of goals and sustainable development of the managed object. Despite the considerable accumulated domestic and foreign research on employee engagement as a factor of growth and economic efficiency, many areas relating engagement diagnostics and assessment of the relation between engagement and results of financial and economic development remain understudied. In a digital economy, personnel knowledge and competences are recognized as a strategic resource for the development, which mainstreams research in the area of employee engagement and assessment of its impact on development processes and results. It is possible to assess engagement objectively and measure its resource potential by using HR analytics. HR analytics is a system of mathematical, statistical and heuristic methods for assessing, forecasting and decision-making aimed at developing competitive advantages of personnel, and increasing labor productivity and economic efficiency of an enterprise. The purpose of the article is a theoretical and methodological substantiation and practical use of employee engagement diagnostics indicators in the system of HR analytics. The article uses methods of engagement research, as well as economic, statistical, sociological, psychological tools of HR analytics. The outcome of the article is a practically applicable technique of employee engagement estimation and research of its interrelation with indicators of economic efficiency of enterprise development. Based on the received results, it is possible to draw a conclusion about the necessity to enhance employee engagement in order to create conditions for sustainable development and growth of economic efficiency of enterprises.
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Swaroop, S., and L. Sharma. "Employee engagement in the era of remote workforce: role of human resource managers." CARDIOMETRY, no. 23 (August 20, 2022): 619–28. http://dx.doi.org/10.18137/cardiometry.2022.23.619628.
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The study aims to find the different roles of Human Resource Managers on employee engagement in the era of the remote workforce. With many companies undergoing a digital transformation, the number of employees working remotely across different industries increases. Based on the roles defined by Dave Ulrich Model, the study has developed a framework to determine the HR role – employee engagement relationship. The data has been obtained from the primary source – questionnaire and secondary sources – existing research papers for the literature review. For data analysis, this study has used SPSS software. The results revealed that the various roles of HR Managers under have a significant impact on the practices for remote employee engagement. There were three roles of HR Managers (Employee Champion, Change Agent, and Strategic Partner) with seven variables considered; for employee engagement, five variables were considered for the study. All the variables of HR Roles were found to have a statistical relationship with the different employee engagement parameters for the remote workforce. Thus, indicating that HR Managers have a role in employee engagement. The scope and limitations of the study have also been stated.
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Putri, Rifqa Faulia, Budi Eko Soetjipto, and Madziatul Churiyah. "The Effect of Work-life Balance and Reward System on Turnover Intention with Employee Engagement as An Intervening Variable." JMKSP (Jurnal Manajemen, Kepemimpinan, dan Supervisi Pendidikan) 9, no. 1 (June 1, 2024): 795–807. http://dx.doi.org/10.31851/jmksp.v9i1.15007.
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This study aims to analyze the effect of Work-life balance and Reward System on Turnover Intention and analyze the mediating role of Employee Engagement. This research is quantitative. The type of data used is primary data obtained through the distribution of questionnaires. The respondents of this study were millennial and Gen Z employees who worked for digital startup companies in Malang totaling 125 people. The data was analyzed using descriptive analysis and PLS analysis with the help of the SmartPLS version 4 application. The results of the analysis showed that the effect of WLB, reward system, and employee engagement on turnover intention is significantly negative; and then the effect of WLB, reward system on employee engagement is significantly positive. Variable WLB and Variable reward systems have a positive and significant effect on turnover intention through employee engagement. The assumption that there is a relationship between the four variables in theoretical construction, illustrates a relationship that can explain and describe the practical application and implications for the novelty of human resource management theory in the digital and creative industries. The contribution of these findings may help management implement policies and programs that support a balanced work-life balance to improve employee well-being and productivity and decrease turnover intention.
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Firdaus, Reza Farhan, Netania Emillisa, and Tiara Puspa. "PENGARUH PERCEIVED ORGANIZATIONAL SUPPORT DAN PERCEIVED ORGANIZATIONAL DIVERSITY TERHADAP TURNOVER INTENTION KARYAWAN YANG DI MEDIASI OLEH EMPLOYEE ENGAGEMENT PADA KARYAWAN IT DI PT. BANK XYZ." Jurnal Ekonomi Trisakti 3, no. 1 (January 5, 2023): 97–114. http://dx.doi.org/10.25105/jet.v3i1.15492.
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Penelitian ini bertujuan untuk menganalisis pengaruh dari Perceived Organizational Support dan Perceived Organizational Diversity terhadap Turnover Intention para karyawan yang dimediasi oleh Employee Engagement pada karyawan IT di PT. Bank XYZ. Penelitian ini penting terutama dalam rangka persaingan industri khususnya perbankan yang juga berkompetisi di bidang teknologi informasi dengan melakukan transformasi digital dimana Perceived Organizational Support dan Perceived Organizational Diversitydiharapkan dapat meberikan dampak negatif terhadap Turnover Intention serta Employee Engagementberperan sebagai variabel yang memediasi pengaruh tersebut. Data dikumpulkan dari seratus delapan puluh lima responden dengan teknik pengambilan sampel purposive sampling. Uji hipotesis dalam penelitian ini mengunakan SEM (Structural Equation Modeling). Hasil penelitian menunjukan terdapat pengaruh positif Perceived Organizational Support dan Perceived Organizational Diversity terhadap Employee Engagement, pengaruh negatif Employee Engagement terhadap Turnover Intention serta pengaruh negatif Perceived Organizational Support dan Perceived Organizational Diversity terhadap Turnover Intention melaluiEmployee Engagement. Hasil penelitian ini mengungkapkan bahwa Employee Engagement memiliki peran penting dimana selain dapat memberikan pengaruh negatif terhadap Turnover Intention para karyawan, Employe Engagement juga dapat memediasi pengaruh negatf Perceived Organizational Support dan Perceived Organizational Diversity terhadap Turnover Intention.
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Husen, Sjamsier, Risma Nur Wahidah, and Duta Mustajab. "Evolution of HRM Strategies in the Digital Age: A Comprehensive Review." Amkop Management Accounting Review (AMAR) 4, no. 1 (June 30, 2024): 42–58. http://dx.doi.org/10.37531/amar.v4i1.1535.
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This study explores the evolution of HRM strategies in the digital age, focusing on integrating technology, data-driven decision-making, employee experience and engagement, and the impact on organizational culture and change management. We used a qualitative research approach to conduct semi-structured interviews and focus groups with HR professionals, managers, and employees from various industries. The data was analyzed using thematic analysis to identify patterns and insights related to digital HRM strategies. The study reveals that e-HRM systems and AI technologies significantly enhance HR efficiency and strategic capabilities. Personalized development programs and flexible work arrangements, supported by digital tools, improve employee experience, engagement, and retention. Effective leadership is critical in fostering a culture of adaptability and continuous learning, essential for successful digital transformation. The findings align with transformational leadership theory and highlight the importance of data-driven decision-making in modern HRM practices. The research contributes to both academic knowledge and practical application. Organizations can enhance their HRM strategies by investing in digital tools, fostering flexible work environments, and promoting continuous learning and adaptability through strong leadership. These strategies can lead to higher employee satisfaction, engagement, and organizational performance. Future research should include a broader range of organizations and longitudinal studies further to understand the long-term impacts of digital HRM strategies and explore potential challenges in digital transformation. This study provides a comprehensive framework for leveraging digital advancements in HRM to achieve optimal outcomes.
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Budiyono, Fransiskus Xaverius, and John Welly. "The Assessment of Employee Engagement Level for the Implementation of New Ways of Working." European Journal of Business and Management Research 7, no. 1 (January 24, 2022): 113–16. http://dx.doi.org/10.24018/ejbmr.2022.7.1.1241.
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The employee engagement is one key success to make employee working as best as they can and it must be built to create great working condition. High level of engagement from employee can make more revenue and profit because the employees will work hard for themselves and for their company. PT ISAT employees are in transition period for the ways of working and it is the adaptation from the covid-19 pandemic and the introduction of the digital transformation.
The uncertainty of the result for new ways of working has a risk because it can make employee more engage or employee become disengage. The working type or working pattern of each employee in the new ways of working is determined by company based on the role and responsibility. There is not much employee preference influence for the assignment of the working pattern for each employee because the working pattern is determined by company. Company believe that the arrangement should be the best working arrangement to make employee be more engage to company because it accommodates business needs and the feedback from employee on the internal survey.
This study is to measure and determine the level of employee engagement in Inmarsat for the implementation of the new ways of working. The assessment of engagement level is using Peakon employee engagement model. In the survey, respondent has also been requested to answer the questions for the perception and the suggestion for the improvement. The sample used in this study is simple random sampling with the total respondents of 40 people. Distribution of the questionnaire addressed in accordance with the total number of the PT ISAT employees.
From the employee engagement survey, it is found out that the engagement level has not much different compared to the internal survey prior the implementation of the new ways of working. And from the survey result, the new ways of working contribute high level of the engagement and most employees agree and support the implementation of the new way of working. Many inputs and feedback have been received from employee to improve the implementation of the new ways of working and the proposed solutions have been provided based on the input and feedback from employee.
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Hamzah, Gunawan. "KNOWLEDGE SHARING SEBAGAI MEDIASI ANTARA EMPLOYEE ENGAGEMENT TERHADAP KINERJA PENGEMUDI Gojek DI YOGYAKARTA." Briliant: Jurnal Riset dan Konseptual 3, no. 4 (November 20, 2018): 424. http://dx.doi.org/10.28926/briliant.v3i4.229.
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Banyak sekali perusahaan baru bermunculan dengan berbasis teknologi digital. Perusahaan ini menawarkan layanan dengan menggunakan aplikasi baru untuk konsumen maupun karyawan. Gojek merupakan salah satu perusahaan besar berbasis teknologi digital yang sedang banyak digunakan oleh masyarakat Indonesia. Perkembangan teknologi yang sangat cepat menuntut karyawan selalu belajar menggunakannya dan melakukan knowledge sharing. Gojek selalu mengembangkan banyak layanan baru untuk membidik peluang bisnis baru. Penelitian ini meneliti tentang pengaruh langsung employee engagement terhadap knowledge sharing dan kinerja, maupun peran knowledge sharing sebagai mediasi antara employee engagement terhadap kinerja pengemudi Gojek di Yogyakarta. Populasi dalam penelitian ini adalah seluruh pengemudi Gojek di Yogyakarta. Teknik sampel yang digunakan yaitu purposive sampling dengan jumlah sampel sebanyak 200 pengemudi Gojek. Penelitian ini menemukan bahwa ada pengaruh secara langsung dan signifikan antara employee engagement terhadap knowledge sharing dan kinerja, adanya pengaruh yang signifikan antara knowledge sharing terhadap kinerja. Hasil lainnya juga mengungkapkan bahwa knowledge sharing dapat memediasi pengaruh antara employee engagement terhadap kinerja pengemudi Gojek.
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Avtalion, Ziv, Itzhak Aviv, Irit Hadar, Gil Luria, and Oshri Bar-Gil. "Digital Infrastructure as a New Organizational Digital Climate Dimension." Applied Sciences 14, no. 19 (September 24, 2024): 8592. http://dx.doi.org/10.3390/app14198592.
Full textAbstract:
This study investigates the influence of digital infrastructure on creating an organizational climate conducive to digital transformation. It highlights the critical role of data lakes, network connectivity, and a shared digital language in cultivating an environment that aligns managerial objectives with employee engagement in digital initiatives. Through grounded theory methodology, the research uncovers how robust digital infrastructure can bridge the gap between leadership’s digital aspirations and employees’ practical use of digital tools, promoting data-driven decision-making and improving organizational performance. The findings suggest that a well-developed digital infrastructure is essential for fostering a digital climate that supports strategic business goals and enhances competitive advantage.
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Heim, Sophie, and Maren Gierlich-Joas. "The Mutual Interaction of Employee Empowerment and Digital Innovation: A Case Study About an Employee-Initiated AR/VR Sales Tool at a German Trade Fair Company." management revue 33, no. 3 (2022): 213–39. http://dx.doi.org/10.5771/0935-9915-2022-3-213.
Full textAbstract:
In times of digital transformation, the voice and participation of employees become increasingly important since employees and the knowledge they provide are recognised to be the main asset of every firm, driving innovation. Hereby, digital technologies can have a strong impact on employee empowerment as new means of engagement become feasible, triggering digital innovation. Despite this development, we observe a lack of research on the mutual interaction of employee empowerment and digital innovation. The reason for this is that prior studies predominately focus on one efficient direction: either digital technologies affecting empowerment or employees affecting the innovation process in the course of employee-driven innovation (EDI). This study, therefore, aims to contribute to an understanding of the interface between the two above-mentioned directions. To investigate the research topic, the Adapted Structuration Theory (AST) of DeSanctis and Poole is used as a theoretical lens. We conduct a structured literature review, followed by an in-depth case study of an employee-initiated augmented reality / virtual reality (AR/VR) sales tool. The findings emphasize the strong mutual interaction between employee empowerment and digital innovation on the different levels of employee, management and organisation. The study holds contributions to theory and practice by extending the adapted AST and by offering guidance on how to facilitate employee empowerment in the digital age.
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Bošković, Aleksandra. "Employee autonomy and engagement in the digital age: The moderating role of remote working." Ekonomski horizonti 23, no. 3 (2021): 231–46. http://dx.doi.org/10.5937/ekonhor2103241b.
Full textAbstract:
In the digitalization era, traditional organizational success factors have been called into question, so it is necessary to reconsider the established work patterns and find new ways to create sustainable value. Given the fact that, as bearers of knowledge, people are the key drivers of value, it is important to explore possible ways to improve their potential. The research study carried out in this paper is aimed showing that autonomy contributes to the development of employee engagement in the digital environment, especially so in remote working conditions. In that sense, the concept of employee engagement was explained, as a state of high vigor, dedication and absorption. Possible ways to improve engagement through increasing autonomy are pointed out as well. The empirical research has confirmed that autonomy has a positive effect on vigor and dedication as the engagement dimensions. The impact autonomy exerts on vigor is stronger in the employees working remotely in comparison with those who do not work remotely.