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Employee Engagement Factor for Organizational Excellence

Author

Listed:
  • Tzvetana Stoyanova

    (UNWE, Department of Management, Bulgaria, Sofia, 1700, Students Town)

  • Ivaylo Iliev

    (UNWE, Department of Management, Bulgaria, Sofia, 1700, Students Town)

Abstract

Purpose: The objective of this publication is to identify ways to increase employee engagement in Bulgarian business organizations and identify how such employee engagement affects employee and company performance. Design/methodology/approach: Our research is based on the evaluation of employee engagement methodologies used by well-known companies such as Gallup HCM Advisory Group, Deloitte and Aon Hewitt. Based on these, we derive the factors influencing employee engagement in Bulgarian companies. Findings: This work focuses on management, in recent years, aimed at retaining and developing the best employees, and their evolution into reliable potential leaders of the organization. This is undertaken to maintain and increase the number of those engaged in the business of company employees as well. The management of a successful leader is considered key to increasing employee engagement. Employee commitment implies something special, additional or atypical in the performance of tasks and job role. This is a behaviour that involves innovation, demonstrating initiative via proactive seeking of opportunities that contribute to the company and exceeding the expected standard of employee performance. The findings can strengthen the already-significant role of management. There is no universal way to increase employee engagement and motivation towards increased productivity, activity, and creativity. Research limitations/implications: The study has been undertaken for employees in Bulgaria.

Suggested Citation

  • Tzvetana Stoyanova & Ivaylo Iliev, 2017. "Employee Engagement Factor for Organizational Excellence," International Journal of Business and Economic Sciences Applied Research (IJBESAR), International Hellenic University (IHU), Kavala Campus, Greece (formerly Eastern Macedonia and Thrace Institute of Technology - EMaTTech), vol. 10(1), pages 23-29, March.
    • Handle: RePEc:tei:journl:v:10:y:2017:i:1:p:23-29
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    Citations

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    Cited by:

    1. Qiang Wu & Jacob Cherian & Sarminah Samad & Ubaldo Comite & Huajie Hu & Stefan B. Gunnlaugsson & Judit Oláh & Muhammad Safdar Sial, 2021. "The Role of CSR and Ethical Leadership to Shape Employees’ Pro-Environmental Behavior in the Era of Industry 4.0. A Case of the Banking Sector," Sustainability, MDPI, vol. 13(17), pages 1-20, August.
    2. Kalaikumar Arujunan & Ismi Arif Ismail & Shamsuddin Othman & Mohd Mursyid Arshad, 2021. "The Relationship between Job Stress, Job Performance and Job Motivation among Police Officers at the Federal Territory Police Headquarters," International Journal of Human Resource Studies, Macrothink Institute, vol. 11(4S), pages 134144-1341, December.
    3. Sharifa Aldarmaki & Bahari Yaakub Kamarul, 2022. "Measurements of Organizational Excellence - Development of Holistic Excellence Practices for Free Zones in Dubai," European Journal of Economics and Business Studies Articles, Revistia Research and Publishing, vol. 8, January -.
    4. Sabu V.G. & Manoj M., 2020. "The Effect of Employee Desire and Employee Engagement on Organizational Performance: Evidence from ICT Sector in Kerala, India," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 45(4), pages 500-518, November.

    More about this item

    Keywords

    Employee engagement; Human resources; Leadership;
    All these keywords.

    JEL classification:

    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration

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