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The Oxford Review Volume 2 Number 12 (December 2017)

The Oxford Review Vol 2 No 3 December 2017

In issue 12 Volume 2 of the Oxford Review… Research briefings of the very latest research including: Why and how an empowering leadership style can go wrong Keywords: Empowering leadership, Leadership, Self-efficacy, Psychological ownership, Performance, Workplace deviance We tend to think that being an empowering leader is all good. An empowering leadership style has been […]

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The Oxford Review Vol 3 Number 4

The Oxford Review Vol 3 Number 4

In this month’s Oxford Review: How person-organisation fit impacts turnover intentions The effect of educational video on student engagement, critical thinking and learning The dynamics of victimisation Performance management in lean organisations – what actually works? Is CBT a clinically effective intervention in work settings? A new clinical study How to develop longer-lasting and higher […]

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The Oxford Review Volume 3 Number 5 May 2018

The Oxford Review Volume 3 Number 5

In this month’s edition of The Oxford Review – Research Briefings about: What does ‘Evidence-Based practice readiness’ really mean and what predicts it? What are the best project management practices for ERP (enterprise resource planning) system projects? The problem of knowledge hiding in organisations: what causes it? The key role of wishful thinking in professional […]

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How self-efficacy and work or employee engagement are connected

Research Briefing

Keywords: self-efficacy, work engagement, employee engagement, work-life balance, work demands, family demands There has been a steady increase in interest in the whole area of work or employee engagement over recent years. What does the concept of work engagement mean? The terms ‘work engagement’ and ‘employee engagement’ tend to be used interchangeably, both with practitioners […]

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Job crafting: How to predict it in employees and why it is a good thing

Research Briefing

Keywords: Job crafting, employee autonomy, employee engagement, alignment Until recently the role that employees have played in creating change in their own jobs’ roles and responsibilities has received relatively little research attention. Job crafting or the process whereby an employee redesigns or modifies their job on their own initiative either with or without the involvement […]

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Employee engagement – what the latest research says

Research Briefing

Keywords: employee engagement, servant leadership, transformational leadership, human resources, human capital, learning and development, organisational alignment, meaningful work What does the latest research say about employee engagement? A new literary review has just been published which examines the last 20 years’ of research about employee engagement. Employee engagement has been an area of increasing interest […]

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Work engagement/employee engagement: a new systematic review

Research Briefing

Keywords: Employee engagement, dedication, work engagement, Employee engagement interventions, interventions Employee engagement has seen an explosion in terms of published research in the last 18 months to 2 years and in terms of interest from organisations andconsultants. A new systematic review and meta-analysis has just been published which looks at the effectiveness of employee engagement […]

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What causes work disengagement?

Research Briefing

Keywords: Work engagement, employee engagement, work disengagement There has been a huge amount of interest in employee and work engagement, both in the research literature and the organisational practice. This has largely followed on from research findings and organisational judgement that has found engaged employees are more productive, loyal, flexible, pro-social and happy. As a […]

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The impact of employees’ perception of the organisation’s learning environment

Research Briefing

Keywords: learning, organisational learning, learning environment, knowledge sharing, knowledge management, employee engagement, creativity, productivity Many organisations these days place a strong emphasis on creating a positive learning environment within which employees, managers and leaders are strongly encouraged to be flexible, creative and to learn. The usefulness of creating a learning organisation is pretty much beyond […]

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