دانلود رایگان مقاله انگلیسی چالش ها در مشارکت کارکنان در اقتصادهای نوظهور - اشپرینگر 2017

Introduction

One of the key determinants of success for any organization is the engagement level of its employees. Th e increasing emphasis on employee engagement in organizations across the globe is justifi ed as it not only contributes to employee retention and productivity, but also directly impacts a company’s reputation and customer satisfaction (Shriram, 2012 ). Various other researches, such as Kular, Gatenby, Rees, Soane, and Truss ( 2008 ); May, Gilson, & Harter ( 2004 ); Schaufeli & Bakker ( 2004 ); Strümpfer ( 2003 ), assert that the topic of employee engagement fascinates the academicians, researchers, and practitioners alike.

According to a research report by Blessing White ( 2013 ), employee engagement is seen from many perspectives and most often, is also equated with job satisfaction. Kular et  al. ( 2008 ) posit in their study that some researchers (Baumruk, 2004 ; Richman, 2006 ; Shaw, 2005 ) defi ne employee engagement in terms of their emotional and intellectual commitment to the organization and others like Frank, Finnegan, and Taylor ( 2004 ) describe it as the amount of discretionary eff ort exhibited by employees in their job.

Discussion and Conclusion

Th is study aims to describe the status of employee engagement in the emerging economies, with special emphasis on BRICS nations. In order to achieve the objective of the research, a review of the available literature was conducted.

Th is literature review reveals that employee engagement has been defi ned in diff erent ways. Researchers have taken varied approaches and views in describing the concept of ‘employee engagement’. Reiterating the fi ndings of Kahn ( 1990 ), the present study also comes to the conclusion that employee engagement is a ‘multi-faceted construct with no single defi nition’. Th e varied perspectives on the subject matter make the construct complex and hence, assessment and improvement become an issue for the organizations.

Employee engagement is responsible for improving the overall organizational performance and there are numerous examples of increased corporate profi tability and organizational success due to increased employee engagement (Farndale et al., 2011 ; Shriram, 2012 ). With the increase in research interest in this area (Kular et al., 2008 ), academicians and practitioners are studying employee engagement worldwide and discovering novel practices. Several researchers have highlighted the cognitive, psychological, physical, and socio-cultural aspects of employee engagement (Kahn, 1990 ; Truss et al., 2006 ).