Online ISSN: 2515-8260

Keywords : Employee engagement

Human Resources Practice and Employee Engagement: The Mediation of Organizational Support and Employee Satisfaction

Ary Ferdian; Elvira Azis; Arif Partono Prasetio; Muhammad Iqbal Darmawan

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 10, Pages 1576-1590

Employee’s engagement become interesting topic in the field of organizational behavior. And it is imperative for organization to develop higher engagement. Current study examined the mechanisms that explain the relationship between effective human resource practice and employee engagement. It focuses especially in exploring the mediating role of organizational support and employee satisfaction in those relationships. Data collected using online questionnaire from 231 telecommunication employees in Jakarta and were analyzed using macro process to determine the causal relationship. Result reveals that perceived support and employee satisfaction fully mediate the relationship between effective human resource practice and employee engagement. Partial and sequential mediation effect of both mediators works as the antecedent of dependent variable. The study provides information and practical explanation for managers in telecommunication industry about why and how employee engagement can be enhanced. Future studies still needed to test wider participants from other branches in Indonesia to find out whether our findings can also be found in different circumstances using other method like structural equation model

Employee Engagement: Issues And Concerns

Mr. M.V.A.L. Narasimha Rao; Dr.M. Srinivasa Narayana; Dr. K. Niranjan

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 7, Pages 5826-5835

In a highly competitive market for both customers and talented staff, employee engagement is the current issue. Many companies realize that maximum productivity does not come from just a “satisfied” or “happy” employee. The most productive and loyal employee is known as engaged employee. Employee engagement is the level of commitment and involvement an employee has towards their organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization and its values. The article focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The paper not only discusses how to measure the level of employee engagement but also the Ten C’s of employee engagement. It is concluded that raising and maintaining employee engagement lies in the hands of an organisation and requires a perfect blend of time, effort, commitment, and investment to craft a successful endeavour

Employee Engagement As An Essential For Performance Of Teachers

DrNimisha Beri; Shivani Gulati

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 7, Pages 6439-6443

Dynamic work place environments require employee work engagement. Employee engagementrefers to the degree to which employees are focused on and present in their roles. In today’s competitive framework of work place environment employees may reach their cognitive and motivational limits and this may strain employees’ attentiveness and engagement.This paper reviews research studies on employee engagement and performance link. Work Culture of today in Educational Institutions requires active engagement of teachers which affects their performance.

A study of the Relationship between Psychological Capital and Personality Traits.

Kirti Barad .

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 1, Pages 4698-4713

Psychologists led by Martin Seligman, a well-known researcher in the traditional negative approach (e.g., learned helplessness), toward the turn of 21st century, took inventory of their achievements under the disease model for over 50 years in the post – World War II era. Despite definite accomplishments in finding effective treatments for mental illness and dysfunctional behaviour, psychology has paid relatively very little attention to psychologically healthy individuals in terms of growth, development, self-actualization, and well-being. The call was made by Seligman and a few others (e.g., Mike Csikszentmihalyi, Ed Diener) for redirecting psychological research toward psychology’s two forgotten missions of helping psychologically healthy people become happier and more productive and actualizing their human potential. Positive psychology bases its conclusions on rigorous scientific methods rather than philosophy, rhetoric, anecdotes, conventional wisdom, gurus, or personal experience and opinion. It is noteworthy that the theory and research requirement of positive psychology was intended and indeed has differentiated it from the plethora of popular literature and the power of positive thinking over the years and much of positively oriented humanistic psychology, personal development, and the human potential movement.