Research Paper (undergraduate) from the year 2019 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Aarhus (Management), language: English, abstract: An analysis of the relationship between leadership and employee engagement and the impact of the direct manager. This relation will be further examined through the practical example of Company X’ annual employee engagement survey. Leadership has the potential to influence the factors that affect the engagement level of the workforce to a great extent and is a crucial element when developing and increasing employee engagement. The aim is to leverage employee engagement in order to reach a high performance within an organization. But the discrepancy between the perceived importance of engagement and the level of engagement that actually exists in corporations today presents a serious gap between employees, organizations and Human Resource professionals. When tying employees and employers together in an employment relationship, it is expected that organizations align the interests of their employees to those of the firm. This is essential to make sure that employees act in ways expected of the organization and aligned with the corporate objectives to positively impact the outcome.

Employee engagement is a novel concept that has been building momentum in recent years. Understanding Employee Engagement: Theory, Research, and Practice exposes the science and practice of employee engagement. Grounded in theory and empirical research, this book debates the definitions of engagement, provides a comprehensive evaluation of empirical findings in the engagement field including a focus on international findings, and offers implications for science and practice in organizations. Employers can learn how to foster and drive engagement to increase productivity and happiness, and researchers can master the existing engagement literature and begin to study the many propositions and new models Zinta S. Byrne, Ph.D. proposes throughout the book.

This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.

This book provides an evidence-based approach to understanding declining levels of employee engagement, offering a set of practices that individuals and organizations can adopt in order to improve productivity and organizational performance. It introduces a model outlining how the experience of meaningful work impacts engagement and other organizational attitudes and behaviors. It recognizes the antecedents and consequences of such behavior, recognizing that they must be considered as components of an organizational system rather than in isolation. It will be useful for scholars and practitioners in identifying and remedying the endemic trend of disconnected workers and their negative impact on organizational goals.

Engagement is a frequently used and fashionable term. Some companies have 'engagement models' and are attempting to measure levels of engagement, perhaps to input to the balanced scorecard, or for incorporation into the human capital report. This book deals with employee engagement.