RESEARCH ON EMPLOYEES ENGAGEMENT LITERATURE REVIEW
Year: 2019

On a search of employee engagement on Google, 41,100,000 results display in 0.22 seconds. It is also true that every HR/OD consultant is working in this area. In the last decade the many empirical studies by various researchers have been initiated in this field. This paper brings out the summary of few empirical studies conducted by the academicians in the employee engagement field at International and National level.  Eric Ng Chee Hong, Lam Zheng Hao, Ramesh Kumar, Charles Ramendran, Vimala Kadiresan (2016) The main objective of this study is to see the effectiveness of existing training programs, employee empowerment, job appraisal and compensation in retaining engaging the employee: From the academicians' perception. Quantitative data was collected using the non probability self administered questionnaire that consist of Questions with 5 points Likert scales distributed to 278 individuals for the study. The result showed that, there is highly significant relationship between the factors of training, compensation and appraisal on University of Z lecturer's retention engagement. Tangthong, Sorasak (2014) The purpose of this study is to determine the effects of human resource management (HRM) practices on employee retention in Thailand's multinational corporations (MNCs) A total of 411 managers, consisting of top management, HR leader and line manager, were examined for the Study. (MNCs in Thailand) Employee Motivation, HR Flexibility, Organizational Citizenship Behaviors, Training and Development, Compensation and Benefits were the variables studied. As per the Results, there is a strong correlation between HRM practices and employee retention. This is useful to firms that aspire to keep employees in their organizations for longer periods. ISBR Management Journal, Volume 1, Issue 4, May, 2019 ISSN (Online)2456 9062 Lucia Barbosa de Oliveira, Fernanda Flores Roitman Aguiar da Silva (2015) The study aims to evaluate the effects of high performance work systems (HPWS) and leader member exchange (LMX) quality on employee engagement and also to examine the relationship between employee engagement and turnover intention of employees. The research involved 189 employees. (Brazilian organization. Results of this study conducted in a large Brazilian non profit organization revealed that HPWS and LMX quality were positively related to employee engagement. Recruitment selection, Training development, Motivation and effort, Performance management, Compensation, Job security policy, Opportunities to Contribute were the variables studied. Carnegie (2013) with MSW Research has studied the useful and affecting elements that affect employee engagement in the Banking Industry. He study include a sample size of 150 banking employees to comprehend the factors affecting employee engagement. The study revealed assurance of employees by their senior leadership, Overall job satisfaction with the organization and emotional attachment with their immediate supervisors as the predominant factors affecting employee engagement. The study also has identified five important variables affecting this satisfaction. They are employees' satisfaction with senior management, pride with the organization, strong ethics in the organization, values aligning with corporate philosophy and pride arising out of organization's contribution to the community. In this study, satisfaction with senior management again comes up as an important variable contributing to employee engagement. 32% of employees of banking sector report that their immediate supervisor is an example to follow. Lack of trust has appeared to be factor affecting employees' relationship with their supervisors. Junghoon Lee (2012) this study tested empirically the relationships among antecedents and consequences of worker engagement in the Hotel Industry. This study gave theory based empirical evidence regarding employee evaluations of self (i.e. core self evaluations) and perceptions of organizational environment (i.e. psychological climate) affect employee engagement. This study examines how employee engagement leads to rewards, overall job satisfaction, attachment to organizational commitment and the Leader Member Exchange (LMX) Employee Engagement is positively influenced by three components of psychological climate i.e. managerial support, interdepartmental and team communication. The results also revealed that employee engagement is positively connected with all the outcome variables. The results of the study shows Leader Member Exchange (LMX) intervene the relationships of employee ISBR Management Journal, Volume 1, Issue 4, May, 2019 ISSN (Online)2456 9062 engagement with job satisfaction and commitment. Job Satisfaction helps in intervening the relationships between employee engagement, organizational commitment, LMX and organizational commitment. Fallen Mendes Marius W. Stander (2011) "Positive Organization: The Role of Leader Behavior in Employee Engagement and Retention" The objective of this study was a. To determine whether leader empowering behavior, role clarity and psychological empowerment predict employee engagement. b. To examine, whether role clarity moderates the relationship between leader empowering behavior, psychological empowerment and work engagement. c. To determine if work engagement predicts intention to leave organization. A convenience sample of 179 was taken from a chemical organization. For this study the following questionnaire were administered: Leader Empowering Behavior Questionnaire Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale The Intention to Leave Scale were administered. The analyses showed that a leader's behavior is connected to employees' experiences of the environment of the organization. A elevated level of development was related to elevated role clarity. Therefore, when a leader focuses on the development of employee, they are more conscious of the expectations upon them. When employees feel their work as meaningful, they will work with higher levels of energy in doing their work, be more enthusiastic in completing work related tasks and show high levels of focus in their work. Higher the levels of impact higher the levels of dedication, this indicates that if employees feel they have control over their work environment they will react with increased eagerness in doing their work. The study proved that empowering behavior of the leader (development, accountability and authority) clarity of role and psychological empowerment (competence, meaning, impact and self determination) are strongly related to work engagement's three categories (vigor, dedication and absorption) and intention to leave. ISBR Management Journal, Volume 1, Issue 4, May, 2019 ISSN (Online)2456 9062 Andrew J. Wefald (2008) in his study titled An Examination of Job Engagement, Transformational Leadership, and connected Psychological Constructs" The study was aimed to critically scrutinize the concept of engagement and to present empirical evidence regarding its place in the network of job attitudes. Both theoretically and empirically, engagement has been associated to personality and leadership variables. No research to date has attempted to examine all three concepts together. This research has attempted to link engagement, personality, and leadership in a theoretically based model. 382 employees of a mid sized financial institution were taken as samples and surveyed on demographic items, attitude measures, a leadership measure, and a personality measure. Results signified the Schaufeli and Britt measures of engagement overlap with job satisfaction and affective commitment. This results of this research showed that there is a strong link between engagement with leadership, vigor, and personality. Followers' reports of leadership predicted engagement and individual difference variables also predicted engagement/vigor. David S. Gill (2007) "Employee Selection and Work Engagement: Do Recruitment and Selection Practices Influence Work Engagement?" The target of this study was to examine the impact employee selection and recruitment practices had on work engagement and to determine what proportion of a various selection techniques has on engagement, organizational practices. This study served to expand the literature on antecedents and outcomes of job engagement to incorporate human resources practices, such as Realistic Job Previews (RJP) and selection tests, as antecedents. A sample of 161 IT help desk support representatives, who were classified by receiving or not receiving an RJP, the selection tests, were assessed on the Utrecht Work Engagement Scale (Schaufeli, Salanova, Gonzalez Roma, and Bakker, 2002) Further analyses were conducted to establish the predictability of engagement on individual (e.g. personal health and job satisfaction) and organizational outcomes (e.g. turnover intentions and performance) Overall, results recommend that human resources practices ought to be incorporated in the work engagement model. The results highlighted the requirement for a lot of research on work engagement models. As the body of work increase with relevance work engagement, the planned models of engagement will begin to incorporate an advanced and complex relationships between engagement and antecedents and outcomes (e.g. reciprocal, recursive) Although personality wasn't an element incorporated during this study, it's one that shows greater promises. From research on vigor and personality by Shraga and Shirom (2007) the individual could be a variable that's usually ignored out of the equation. Much like ISBR Management Journal, Volume 1, Issue 4, May, 2019 ISSN (Online)2456 9062 the original conceptualization of job burnout, engagement remains primarily viewed as a state concept. The results of this study suggest the following: