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Open AccessArticle

The Impact of Management Methods on Employee Engagement

1
The Faculty of Management, Collegium Civitas, 00-901 Warsaw, Poland
2
The Faculty of Finance and Management, The University of Economics and Human Sciences in Warsaw, 01-043 Warsaw, Poland
*
Authors to whom correspondence should be addressed.
Sustainability 2020, 12(1), 426; https://doi.org/10.3390/su12010426
Received: 2 December 2019 / Revised: 26 December 2019 / Accepted: 2 January 2020 / Published: 6 January 2020
(This article belongs to the Special Issue Sustainable Value Management–New Concepts and Contemporary Trends)
The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two research questions drove the research process: (RQ1) What are the links between people-oriented management and non-people-oriented management, direct (active and passive) participation, and work engagement? (RQ2) Does direct participation (active and passive) mediate the relationship between people and non-people-oriented management and employees’ engagement? To this end, 1037 employees of companies operating in Poland reported the intensity of people-oriented management, non-people-oriented management, and direct (active and passive) participation. Research findings revealed that people-oriented management and active participation (i.e., co-deciding) are the most significant for work engagement. Not only does non-people-oriented management entail a low level of engagement but a lower level of direct participation as well. As far as the dimensions of engagement are concerned (i.e., vigour, dedication, and absorption), if one of them is more intense, the other are intense as well. People-oriented management translates into active participation and the latter into engagement in all the three dimensions. A structural equation model demonstrated that perceived people-oriented management and active participation were strong, positive, and significant predictors of work engagement. View Full-Text
Keywords: people-oriented management; non-people-oriented management; active participation; passive participation; employee engagement people-oriented management; non-people-oriented management; active participation; passive participation; employee engagement
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MDPI and ACS Style

Baran, M.; Sypniewska, B. The Impact of Management Methods on Employee Engagement. Sustainability 2020, 12, 426. https://doi.org/10.3390/su12010426

AMA Style

Baran M, Sypniewska B. The Impact of Management Methods on Employee Engagement. Sustainability. 2020; 12(1):426. https://doi.org/10.3390/su12010426

Chicago/Turabian Style

Baran, Małgorzata; Sypniewska, Barbara. 2020. "The Impact of Management Methods on Employee Engagement" Sustainability 12, no. 1: 426. https://doi.org/10.3390/su12010426

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