Browsing by Subject "Employee engagement"
Results Per Page
Sort Options
-
ItemAction research of goal-setting as ODI to improve employee motivation, engagement in Thai CCTV, ThailandThis study intended to answer the question of how to make Thai Central Chinese Television Group (Thai CCTV) profitable while improving customer satisfaction? The study investigations were through observations, interviews, and analysis of primary data from employees, suppliers, cable TV owners with total of thirty-three participants. In particular, the main research questions encompass as: 1) What is Thai CCTV’s current situation on employee motivation, employee engagement, operational excellence and customer satisfaction? 2) What ODI techniques can be implemented/ applied to increase the level of employee motivation and to increase the level of employee engagement? 3) Are there any differences between pre and post OD intervention on the level of employee motivation and employee engagement? 4) Are there any differences between pre and post OD intervention on the level of operational excellence? 5) Are there any differences between pre and post OD intervention on the level of customer satisfaction? The study used open-ended interview questions and qualitative approaches to conduct interviews during diagnosis, pre- and post-intervention and compare the results before and after the intervention. The findings reveal that the participants were unanimous in belief that goal setting plays a significant role which influenced employee motivation, employee engagement, operational efficiency and customer satisfaction.
-
ItemDesigning interventions to enhance employee engagement among administrative employees at Heilongjiang International UniversityWith the rapid development of economy and increasingly fierce market competition, higher education institutions are also facing the increasingly complex environment. Employee engagement, as one of the important concepts of human resources, has emerged as a critical success factor in today's competitive marketplace. The purpose of this research is to determine the influential factors affecting employee engagement in order to design interventions for enhancing employee engagement. The study was conducted at a higher education institution—Heilongjiang International University (HIU), a private university established in 1993. The administrative employees were chosen as the research targets to answer the questionnaire and participate in the interview. Mixed methods of quantitative and qualitative were used in this research. The multiple linear regression was applied as the analytical tool for investigating the influence of independent variables on dependent variables. Content analysis was used as the tool to analyze the qualitative data to validate the statistical analysis. From the results four out of five hypotheses are supported by the data analysis, which indicate that factors including career growth, coworker support, supervisor support and performance feedback have significant influence on employee engagement. Interventions are designed accordingly to improve employee engagement based on the results. The findings can provide both theoretical and practical value in the field of higher education organization management.
-
Item
-
Item
-
ItemThe effects of team leader coaching on team members: an action research project at DHL ThailandAll organizations have their individual strengths and weaknesses. Keeping up with technology and finding an appropriate strategic focus is important, but the driving force to success lies with the engagement of employees.
-
Item
-
ItemThe enhancement of employee engagement to reduce employee turnover intention and improve employee job satisfaction: an action research on Mirac Company in Yangon, Myanmar ( 2019) Swe, Khin Thet Htar ; Lu, Lee HsingThis action research was conducted employing both quantitative and qualitative methods and aims to reduce employee turnover intention and improve employee job satisfaction through enhancement of employee engagement in a Myanmar-Japan joint venture local recruitment company, Mirac, with 36 employees. The objectives were to analyze the current situation of Mirac Company in terms of Employee Engagement, Employee Job Satisfaction and Employee Turnover Intention ; to develop and design appropriate ODIs to improve Employee Engagement, Employee Job Satisfaction and to lessen the Employee Turnover Intention; to determine the impact of organization development intervention (ODIs) on Employee Engagement, Employee Job Satisfaction and Employee Turnover Intention ; to assess the causal relationships between Employee Engagement and Employee Job satisfaction and to assess the causal relationship between Employee Engagement and Employee Turnover Intention ; to design a three year proposed Logical Framework for the organization to sustain the positive change. Data collection was carried out through survey questionnaire, semi-structured interviews, focus group discussion and informal observations. OD interventions were designed with inputs from the employees and management. The impact of ODI was analyzed by using paired t tests and simple linear regression. The results indicate that a strong significant connection between employee engagement and job satisfaction as well as employee turnover intention (leaving) while prosocial motivation was identified as an additional driver of employee engagement.
-
ItemThe impact of organization development interventions (ODI) on employee engagement through the improvement of job resources : a case study in a private floor tile manufacturing company in Thailand(Assumption University, 2014) Pirata Phakdeesattayaphong ; Sming Chungviwatanant, jt. auth. ; Assumption University. Graduate School of Business
-
Item
-
ItemLeveraging employee engagement and employee performance towards excellent service quality: an action research on TMD Hair Dressing and Beauty Salon Services in Yangon, MyanmarThis research paper analyzed the impact of employee engagement and employee performance on the service quality of TMD Hairdressing and Beauty Salon Services in Yangon, Myanmar. This study used organization development interventions (ODIs) to improve employee engagement, employee performance and service quality. The objectives were: to assess and analyze the current situation of the organization; to design and implement the deliberate organization development interventions (ODIs); to measure the initial impact of ODIs; to determine the difference between the values of pre and post ODI; to draw up a three year Road Map for the organization to sustain the change. The level of employee engagement, employee performance and service quality were relatively low at the pre ODI stage. Based on the pre-ODI results, the researcher conducted purposeful organization development interventions on employee engagement and employee performance to improve service quality. The post ODI results showed significant improvement on employee engagement, employee performance and service quality. According to the results of paired sample t-test, there were significant differences between pre and post ODI outcomes related to Employee Engagement, Employee Performance and Service Quality. Based on the regression results, employee engagement and employee performance had significant impacts on the level of service quality. The organization development interventions (ODIs) positively affected the level of employee engagement, employee performance and service quality. Based on the data from the study, the researcher drew up a three year Road Map in terms of three levels: Manager Level, Employee Level and Organization Level. Further organization development interventions to improve employee engagement, employee performance and service quality were recommended to meet the vision of the company.
-
Item
-
ItemOrganizational development in tervention on service climate and psychological meaningfulness to improve employee engagement: an action research in a Private Family Hotel Samui, Thailand(Assumption University Press, 2017) Veerya Manapajon ; Sming Chungviwatanant ; Tayko, Perla Rizalina M.This research investigates the impact of organization development intervention (ODI) on service climate, and psychological meaningfulness to enhance the level of employee engagement, conducted in a mid-sized family owned hotel in Samui, Thailand by using the action research model. Various OD interventions were conducted on 27 participants over a seven month period from June to December 2016. The concept of Effective Change Management (Cumming & Worley, 2005) and Whole Brain Literacy (Tayko, 2010) were used for the intervention design process. The findings indicate that: 1. Service climate, psychological meaningfulness, and employee engagement showed statistically significant increases after ODI. 2. There is a statistically significant positive relationship between service climate, psychological meaningfulness, and employee engagement. 3. Only “length of service” in the demographic factor indicated a statistically significant positive relationship with employee engagement, while “age” and “department” showed no significant relationship.
-
ItemStrengthening employee's engagement in e-commerce business department through an ODI approachThis action research dissertation is aimed to enhance the level of employees’ engagement in a flux business environment that deals with e-Commerce business operations. As a start-up firm; the focal organization often experiences certain unalignments between executives and employees or even among employees themselves. This study is expected to add extra knowledge to an academic body; while, also enhancing business results via improved employee engagement. The paper aims to determine whether an existing engagement model could be re-applied to ecommerce where operation is highly dependable on the talent, commitment and creativity of the business’ personel. The study also compares levels of significance between pre-ODI and post-ODI that are concerned with “employee efficiency” and “organization performance”. Furthermore, ODI papers studying “employee engagement” in relation to the digital industry are still considered rare and limited. In conclusion, there are 3-major phases in this action research study; namely pre-ODI, ODI and Post-ODI. The research results shall elaborate whether there are significant changes in participant quantitative responses in a comparison between pre-ODI and post-ODI.
-
Item
-
Item
-
Item