A culture of employee engagement: a strategic perspective for global managers

Abstract

Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets. Practical implications – Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development. Originality/value – In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

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