Academic journal article Academy of Strategic Management Journal

Impact of Management Basics on Employee Engagement

Academic journal article Academy of Strategic Management Journal

Impact of Management Basics on Employee Engagement

Article excerpt

ABSTRACT

Great management has always been about performance. Great managers get great performance from people. Over the past 100 years, countless approaches, practices, programs, ideas, strategies, fads, etc. have been developed and implemented by managers as ways to improve the performance of employees. During the past 15 years, few if any management topics or ideas have received more attention and discussion in the management literature than employee engagement. Countless numbers of articles or studies have been written or conducted regarding engagement. These range from attempts to explain the construct to providing evidence of the impact and benefits on enhancing or improving the level of engagement of workers. In addition, there have been numerous attempts to offer information regarding exactly how to improve employee engagement. This study attempts to add to the body of knowledge in this particular area. Specifically, the study examines the influence and impact that the basic principles of management and the management process have on employee engagement.

PURPOSE

With the importance of employee engagement well established in the management literature, it becomes important to identify management practices that lead to improved employee engagement. The purpose of this study is to empirically investigate the impact of the management basics (management principles and management process) on employee engagement.

DESIGN/METHODOLOGY/ APPROACH

The management principles and management process are hypothesized as positive antecedents to employee engagement. Using survey data collected from 166 full-time employees in the southern United States, the antecedent relationships are assessed following a partial least squares statistical methodology.

FINDINGS

Both the management principles and the management process positively and directly impact employee engagement.

RESEARCH IMPLICATIONS/LIMITATIONS

The study sample is a convenience sample, rather than a random sample, which hampers the ability to generalize the study results.

PRACTICAL IMPLICATIONS

Organizations that adhere to the management principles and follow the management process are more likely to experience high levels of employee engagement.

SOCIAL IMPLICATIONS

Engaged employees are both efficient and effective in the operation of organizational processes that produce products and services that meet customer demands. Management practices such as the management principles and the management process that support employee engagement serve to eliminate the waste of organizational resources.

ORIGIN ALITY/VALUE

The importance of employee engagement is well established. This study establishes the management principles and the management process as two approaches that managers can adopt and implement that will lead to improved employee engagement.

KEY WORDS

Employee engagement, management principles, management process, partial least squares

PAPER TYPE

Research paper

INTRODUCTION

Great management has always been about performance. Effective managers get great performance from people. Over the past 100 years, countless approaches, practices, programs, ideas, strategies, fads, etc. have been developed and implemented by managers as ways to improve the performance of employees. Stanley (2012) discusses the importance of building on the foundations of management delineated by such management greats as Fayol and Taylor. In particular, Fayol's (1916) work to delineate the management principles and describe the management functions/process serves as the foundation of great management still today (Spatig, 2009; Brunsson, 2008).

More recently, few management topics have received more attention and discussion in the management literature than employee engagement (Medlin and Green, 2009). There is significant evidence that engagement leads to improved performance (Medlin and Green, 2009). …

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