In order to engage employees effectively, organisations need to practice two-way communication within a symmetrical worldview. This will encourage employees to feel valued, to participate in decision-making and contribute to obtaining organisational goals. Practising two-way communication will help to build stronger relationships between employees and managers, leading to increased employee engagement. Thus, the better the communication between managers and employees, the more engaged employees will be. Furthermore, the selection of communication channels can impact on the success of the message that is sent. Research has shown that if the inappropriate communication channel is selected when communicating with employees, the message might not be effectively received and understood. New technology, specifically Facebook can be introduced to provide an open and transparent channel for communication. Facebook can also facilitate two-way communication, which can lead to increased employee engagement. The literature study conducted informed the interview schedules that were developed and used to conduct semi-structured interviews with managers and focus group interviews with employees within two organisations in the South African financial sector. This was done in order to understand their expectations regarding the use of Facebook as an internal communication channel to enhance employee engagement. In terms of the conclusions derived from the empirical research, it seems evident that Facebook could be used as an additional internal communication channel to enhance employee engagement. Trust remains a very important factor in that managers should trust employees to use the channel in an ethical manner and employees should trust the organisation and its managers that they may voice their opinion freely, without the fear of victimisation. Facebook can be used to promote engagement on a social level to build relationships inside the organisation. However, managers and employees can together create a contract of understanding that will form the outline for a policy that will govern the use of Facebook. The parties involved can then negotiate the terms of this contract of understanding to ensure that all expectations regarding the use Facebook are met. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2013

In order to engage employees effectively, organisations need to practice two-way communication within a symmetrical worldview. This will encourage employees to feel valued, to participate in decision-making and contribute to obtaining organisational goals. Practising two-way communication will help to build stronger relationships between employees and managers, leading to increased employee engagement. Thus, the better the communication between managers and employees, the more engaged employees will be. Furthermore, the selection of communication channels can impact on the success of the message that is sent. Research has shown that if the inappropriate communication channel is selected when communicating with employees, the message might not be effectively received and understood. New technology, specifically Facebook can be introduced to provide an open and transparent channel for communication. Facebook can also facilitate two-way communication, which can lead to increased employee engagement. The literature study conducted informed the interview schedules that were developed and used to conduct semi-structured interviews with managers and focus group interviews with employees within two organisations in the South African financial sector. This was done in order to understand their expectations regarding the use of Facebook as an internal communication channel to enhance employee engagement. In terms of the conclusions derived from the empirical research, it seems evident that Facebook could be used as an additional internal communication channel to enhance employee engagement. Trust remains a very important factor in that managers should trust employees to use the channel in an ethical manner and employees should trust the organisation and its managers that they may voice their opinion freely, without the fear of victimisation. Facebook can be used to promote engagement on a social level to build relationships inside the organisation. However, managers and employees can together create a contract of understanding that will form the outline for a policy that will govern the use of Facebook. The parties involved can then negotiate the terms of this contract of understanding to ensure that all expectations regarding the use Facebook are met. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2013

The rationale that effective internal communication plays a crucial role in aligning employees to organisational goals, and in so doing, inculcate employee engagement and help an organisation to succeed, is remodelling internal communication management within organisations. At the core of the preceding rationale lies the fundamental realisation and acknowledgement that effective internal communication is not the function of the communication department, but in effect a basic prerequisite that must be understood, embraced and practiced by all levels of management. Managers without effective internal communication and employee engagement cannot execute the responsibility of strategic alignment. The challenge is now to ensure that the internal communication process is approached as a properly structured and efficiently managed system, rather than a collection of fragmented messages that often cause confusion among employees and compel disengagement. This study explores to what extent the senior managers at the North-West University understand their fundamental role in facilitating effective internal communication and employee engagement. An extensive literature study revealed that there is a correlation between effective internal communication and understanding of organisational strategy and objectives among employees. In addition, a strong correlation between effective internal communication, employee engagement, employee performance and organisational profitability has been identified in literature. The empirical findings were obtained by means of a qualitative research method in the form of semi-structured interviews with senior and middle managers. The semi-structured interviews explored and described how the managers perceive the nature of their role in facilitating and sustaining effective internal communication and employee engagement. In comparing the actual role of senior managers at the University in internal communication and employee engagement with the ideal state related to D'Aprix's (1996) manager's communication model, as well as the principles of a convergence model of communication, information richness of communication channels, a leadership communication framework and the impact of highest scoring manager activities and attributes, it was concluded that this communication role is still misunderstood by senior managers and not properly structured and executed. Consequently, internal communication is not adequately fulfilling its strategic potential as a means to establish positive relationships, diffuse information, motivate, and align employees' actions and behaviour to the set goals of the University. It is suggested that future studies measure and determine whether the engagement levels of employees at the North-West University have increased as a result of managers fulfilling their internal communication role effectively. Another study could also assess and measure the effectiveness of internal communication channels, with the view to develop an internal communication channel guide or toolkit for managers at the North-West University. The key drivers of employee engagement and related effect on the North-West University's performance could also be explored and measured in future research studies. / Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2010.

The rationale that effective internal communication plays a crucial role in aligning employees to organisational goals, and in so doing, inculcate employee engagement and help an organisation to succeed, is remodelling internal communication management within organisations. At the core of the preceding rationale lies the fundamental realisation and acknowledgement that effective internal communication is not the function of the communication department, but in effect a basic prerequisite that must be understood, embraced and practiced by all levels of management. Managers without effective internal communication and employee engagement cannot execute the responsibility of strategic alignment. The challenge is now to ensure that the internal communication process is approached as a properly structured and efficiently managed system, rather than a collection of fragmented messages that often cause confusion among employees and compel disengagement. This study explores to what extent the senior managers at the North-West University understand their fundamental role in facilitating effective internal communication and employee engagement. An extensive literature study revealed that there is a correlation between effective internal communication and understanding of organisational strategy and objectives among employees. In addition, a strong correlation between effective internal communication, employee engagement, employee performance and organisational profitability has been identified in literature. The empirical findings were obtained by means of a qualitative research method in the form of semi-structured interviews with senior and middle managers. The semi-structured interviews explored and described how the managers perceive the nature of their role in facilitating and sustaining effective internal communication and employee engagement. In comparing the actual role of senior managers at the University in internal communication and employee engagement with the ideal state related to D'Aprix's (1996) manager's communication model, as well as the principles of a convergence model of communication, information richness of communication channels, a leadership communication framework and the impact of highest scoring manager activities and attributes, it was concluded that this communication role is still misunderstood by senior managers and not properly structured and executed. Consequently, internal communication is not adequately fulfilling its strategic potential as a means to establish positive relationships, diffuse information, motivate, and align employees' actions and behaviour to the set goals of the University. It is suggested that future studies measure and determine whether the engagement levels of employees at the North-West University have increased as a result of managers fulfilling their internal communication role effectively. Another study could also assess and measure the effectiveness of internal communication channels, with the view to develop an internal communication channel guide or toolkit for managers at the North-West University. The key drivers of employee engagement and related effect on the North-West University's performance could also be explored and measured in future research studies. / Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2010.

Employee Engagement Model for the Multi-family Rental Housing Industry Deborah R. Phillips 238 Pages Directed by Dr. Roozbeh Kangari The multi-family rental housing industry has faced numerous challenges in the past decade. Increased competition, declining occupancy rates and higher operating expenses have forced management companies to re-examine their organizational strategies, particularly as it applies to its human capital. Employee engagement has become an emerging topic and shows that engaged employees perform better, put in extra effort to help get the job done, show a strong level of commitment to the organization, and are more motivated and optimistic about their work goals. Companies now recognize the value in fostering a climate in which engaged employees drive sales by creating loyal customers. However, despite documented support identifying the link between engaged employees and more impressive business outcomes, little research has concentrated on the special needs and challenges of the multi-family rental housing industry. Further, there are limited tools available to assist owners and managers with the task of identifying the drivers affecting employee engagement. An Employee Engagement Model (EEM) was developed to allow multi-family apartment rental property owners and managers to determine the percentage of satisfied residents for a given average level of engagement score. This research utilized statistical analysis, neural network techniques, and probabilistic modeling to develop the Employee Engagement Model. The Employee Engagement Model (EEM) offers new knowledge in the relationship between employee engagement and resident satisfaction in the multi-family rental housing industry. New knowledge may also be derived in correlations of certain aspects of employee engagement and the likelihood of residents extending their leases or referring others to his/her community, thus improving business performance. It is expected that the Employee Engagement Model (EEM) will provide useful feedback to multi-family professionals in their process of talent management. It is also expected that further discussions toward improvements in measuring employee engagement and its impact on satisfaction will be prompted by this research.

Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Researchers have labelled call centres as the modern equivalent of the ‘factory sweatshops’ of the industrial era, and refer to them as the ‘satanic mills of the 21st century’. A review of the literature revealed the lack of employee engagement amongst call centre representatives (CCRs) to be a central concern in this fast-emerging global industry. Consequently, the current study was undertaken to identify and investigate various antecedents of employee engagement. The objective of the study was, firstly, to gauge the level of employee engagement amongst a sample of CCRs in South Africa and, secondly, to track the paths through which salient antecedents affect this engagement. More specifically, the relationships between sense of coherence (SOC), leadership effectiveness (LE), team effectiveness (TE) and employee engagement (E) were investigated. A quantitative research approach was followed whereby a positive psychology paradigm underpinned the examination of specific personal and job resources that could enhance engagement within the call centre environment. A cross-sectional survey design was used and a non-probability convenient sample of 215 CCRs was selected. The measuring instruments comprised the Utrecht Work Engagement Scale of Schaufeli and Bakker (2003) to measure engagement, the Team Diagnostic Survey of Wageman, Hackman and Lehman (2005) to measure team effectiveness, the Leadership Practices Inventory of Kouzes and Posner (2001) to gauge leadership effectiveness, and the Orientation to Life Questionnaire of Antonovsky (1987) to measure sense of coherence. A series of structural equation modelling analyses were performed. Contrary to the ‘electronic sweatshop’ image and its attendant symptoms of depression, emotional exhaustion, anxiety, demotivation and dissatisfaction attached to call centre jobs (depicted in the literature), the results show a high level of employee engagement for the CCRs in the sample. Also, personal resources, such as SOC, and job resources, such as TE, related significantly to E. A non-significant relationship was found to exist between LE and E. The implications of the results for the practice of human resource management in call centres are elaborated upon. / AFRIKAANSE OPSOMMING: Oproepsentrums is al deur navorsers bestempel as die moderne ekwivalent van die ‘hongerfabrieke’ van die industriële tydvak, en as die ‘sataniese meule van die 21ste eeu’. ‘n Oorsig van die literatuur toon dat die gebrek aan werknemerverbintenis onder oproepsentrumverteenwoordigers (call centre representatives (CCRs)) ‘n sentrale kommer is in hierdie vinnig ontluikende globale bedryf. Gevolglik is hierdie studie onderneem om die verskillende antesedente van werknemerverbintenis te ondersoek. Die doelwit van hierdie studie was eerstens om die vlak van werknemerverbintenis in ‘n steekproef van oproepsentrumverteenwoordigers in Suid-Afrika te meet, en tweedens om die weë waardeur die pertinente antesedente hierdie verbintenis beïnvloed, op te spoor. Meer spesifiek is die verhoudings tussen samehangsin (sense of coherence (SOC)), leierskapdoeltreffendheid (leadership effectiveness (LE)), spandoeltreffendheid (team effectiveness (TE)) en die werknemer se verbintenis (engagement (E)) ondersoek. ‘n Kwantitatiewe navorsingsbenadering is gebruik in terme waarvan ‘n positiewe sielkundige paradigma die ondersoek van spesifieke persoonlike en werkhulpbronne onderstut het wat verbintenis in die oproepsentrum-omgewing kon verhoog. ‘n Deursnee- opname-ontwerp is gebruik en ‘n nie-waarskynlikheidsgerieflikheidsteekproef van 215 oproepsentrumverteenwoordigers is geselekteer. Die meetinstrumente het die volgende behels: die Utrecht Work Engagement Scale van Schaufeli en Bakker (2003) om verbintenis te meet; die Team Diagnostic Survey van Wageman, Hackman en Lehman (2005) om spandoeltreffendheid te meet; die Leadership Practices Inventory van Kouzes en Posner (2001) om leierskapdoeltreffendheid te meet; en die Orientation to Life Questionnaire van Antonovsky (1987) om samehangsin te meet. ‘n Reeks ontledings van struktuurvergelykingsmodellering is uitgevoer. In teenstelling met die beeld van ‘n ‘elektroniese hongerfabriek’ en die gepaardgaande simptome van neerslagtigheid, emosionele uitputting, angstigheid, demotivering en ontevredenheid wat met werk in oproepsentrums gepaard gaan (soos in die literatuur uitgebeeld), toon die resultate ‘n hoë vlak van werknemerverbintenis vir die oproepsentrumverteenwoordigers in hierdie steekproef. Persoonlike hulpbronne soos samehangsin, en werkhulpbronne soos spandoeltreffendheid, het ‘n noemenswaardige verband met verbintenis getoon. ‘n Nie-betekenisvolle verhouding is gevind tussen leierskapdoeltreffendheid en verbintenis. Die implikasies van die uitslae vir die menslike hulpbronnepraktyk in oproepsentrums word ook bespreek.

Thesis (MComm)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: This study investigated the emerging concept of work engagement and how organisational leaders can exert influence on it. It was therefore important to obtain understanding of and deeper insight into the impact of these key stakeholders on the employee’s work engagement and related concepts. The aim of the study was to investigate existing relationships between constructs that play a significant role in the relationship between leader and follower in the organisation. These constructs include integrity, ethical leadership and trust in the leader, and the effect these constructs have on employee work engagement. The study thus was undertaken to obtain more clarity about these aspects. Based on research on the existing literature, a theoretical model depicting how the different constructs are related to one another was developed and various hypotheses were formulated. Data for the purpose of the quantitative study were collected by means of an electronic web-based questionnaire. A total of 204 completed questionnaires were returned. The final questionnaire comprised four subscales, namely the 17-item Utrecht Work Engagement Scale (UWES), the 14-item Leader Trust Scale (LTS), the 17-item Leadership of Ethics Scale (LES), and the 9-item Behavioural Integrity Survey (BIS). The postulated relationships and the conceptual model were empirically tested using various statistical methods. Reliability analysis was done on all the measurement scales and adequate reliability was found. The content and structure of the measured constructs were investigated by means of confirmatory and exploratory factor analyses. The results indicated that good fit was achieved for all the refined measurement models. Subsequently, Structural Equation Modelling (SEM) was used to determine the extent to which the conceptual model fitted the data obtained from the sample and to test the relationships between the constructs. The results indicated positive relationships between trust in the leader and work engagement; ethical leadership and work engagement; ethical leadership and trust in the leader; integrity and ethical leadership; and integrity and trust in the leader. The present study contributes to existing literature on work engagement and ethical leadership by providing insights into the nature of the relationships among these constructs. The study also identifies practical implications to be considered in management practices in order to enhance and encourage these constructs, as well as the relationships between these constructs in the workplace. The limitations and recommendations present additional insights and possibilities that could be explored through future research studies. / AFRIKAANSE OPSOMMING: Die huidige studie is gebaseer op die belangrikheid van werkstoewyding in die werkplek en op hoe leiers in die organisasie dit beïnvloed. Dit was dus belangrik om insig te verwerf rakende die invloed van hierdie belangrike rolspelers op die werknemer se werkstoewyding. Die studie het ten doel gehad om die verwantskappe tussen konstrukte wat binne die organisasie ‘n beduidende rol in die verhouding tussen die leier en ondergeskikte speel, te ondersoek. Hierdie konstrukte omvat integriteit en etiese leierskap, asook die vertroue tussen leier en ondergeskikte, en die graad van invloed wat die veranderlikes op die werknemer se werkstoewyding uitoefen. Die studie is dus uitgevoer om meer duidelikheid oor hierdie aspekte te verkry. ‘n Teoretiese model wat voorstel hoe die verskillende konstrukte aan mekaar verwant is, is op grond van die navorsing oor die bestaande literatuur ontwikkel. Verskeie hipoteses is geformuleer. Data vir die doel van die kwantitatiewe studie is deur middel van ‘n elektroniese web-gebaseerde vraelys ingesamel. ‘n Totaal van 204 voltooide vraelyste is terugontvang. Die finale vraelys is uit vier subvraelyste saamgestel, te wete die 17-item Utrecht Work Engagement Scale (UWES), die 14-item Leader Trust Scale (LTS), die 17-item Leadership of Ethics Scale (LES), en die 9-item Behavioural Integrity Survey (BIS). Die gepostuleerde verwantskappe en die konseptuele model is empiries met behulp van verskeie statistiese metodes getoets. Betroubaarheidsanalise is met behulp van die betrokke meetinstrumente uitgevoer en voldoende betroubaarheid is gevind. Die inhoud en die struktuur van die konstrukte wat deur die instrumente gemeet is, is verder deur middel van verkennende en bevestigende faktorontledings ondersoek. Die resultate het goeie passings vir al die hersiene metingsmodelle getoon. Daarna is struktuurvergelykings-modellering (SVM), gebruik om te bepaal tot watter mate die konseptuele model die data pas, en om die verwantskappe tussen die verskillende konstrukte te toets. Die resultate het positiewe verwantskappe tussen vertroue in die leier en werkstoewyding; etiese leierskap en werkstoewyding; etiese leierskap en vertroue; integriteit en etiese leierskap; en integriteit en vertroue in die leier aangedui. Hierdie studie dra by tot die bestaande literatuur aangaande beide werkstoewyding en etiese leierskap deurdat dit insig bied in die aard van verhoudings tussen hierdie konstrukte. Die studie identifiseer ook praktiese implikasies om in bestuurspraktyke in aanmerking geneem te word om die betrokke konstrukte, asook die verwantskappe tussen die veranderlikes, te versterk en aan te moedig. Die beperkings en aanbevelings van die studie dui op verdere insig en moontlikhede wat in toekomstige navorsing ondersoek kan word.

The reforms in the public sector, as consequence of New Public Management, have led to flattened organizational structure, increasing the span of control(SOC) width for managers. The aim of the study was to investigate the association between SOC width, working conditions (job demands, job resources and engaged leadership), employee health and engagement. SOC was measured as predictor for employee health and engagement, where mediation of working conditions effect on the relation was examined. Self-administrated surveys were collected from 1551 employees working under 109 managers in four public sector municipal operations in Sweden. The result displayed that it was unfavorable to have managers with a wide SOC for the employees working conditions, engagement and health. SOC was a significant predictor for health, while mediation of working conditions could not account for the relationship. These results indicate that a narrow SOC may improve working conditions and health outcomes for employees.

Abstract: The goal of this thesis is to contribute to the overall progress of society towards sustainability by supporting the engagement of employees of multinational organizations. By first identifying unique aspects of sustainability that are important for engagement and aspects of national culture that affect receptivity to sustainability messages, the authors were able to make informed selections of success factors contributing to intercultural sustainability engagement. Within these categories, specific strategies and actions leading to successful engagement were identified, based on interviews and survey results from experienced sustainability practitioners and intercultural management experts, as well as an extensive literature review. The further selection and refinement of these led to the development of a capacity building tool to help sustainability practitioners address cultural differences when working to engage employees of multinational organizations in sustainability. / <p>mariszhuona@gmail.com, nstinnette1@yahoo.com, rajaie_sh@yahoo.com</p>

Although sustainable development is becoming a strategic priority for some organizations, many do not apply it as a business strategy like traditional objectives. Sustainability requires a calculated and streamlined approach, specifically, a clear vision of success and a comprehensive plan to achieve success. Intrawest Corporation is currently looking at integrating sustainable development into their practices in both their real estate and resort divisions. Whistler Blackcomb, implemented several environmental and community-based initiatives but has yet to take a company-wide approach to sustainable development. In this study, Whistler Blackcomb and Intrawest’s sustainability initiatives were evaluated based on a scientific definition of sustainability. The paper explores how a resort destination company can strategically integrate sustainability into their business operations. The objective is to highlight Whistler Blackcomb and Intrawest as case studies to understand how a company can gauge their awareness, identify challenges and opportunities, and move towards being a more environmentally excellent, socially just and economically viable company. / <p>Carmen Turner Carmen.Turner@teckcominco.com Archie Kasnet archie@greenland-enterprises.com</p>