The Impact of Management Methods on Employee Engagement

Małgorzata Baran · Barbara A. Sypniewska

50 citations0/0 files storedSustainability

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Employee Performance and Management Workaholism, burnout, and well-being

Abstract

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.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 50 citations exist upstream.

References

2001The job demands-resources model of burnout.2001Job Burnout 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach 2006Antecedents and consequences of employee engagement 2002Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.2010Job Engagement: Antecedents and Effects on Job Performance 2004The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work

Cited by

2021Breaking the silence of travel agency employees: The moderating role of gender 2022The impact of employee empowerment on organizational performance: A mediating role of employee engagement and organisational citizenship behaviour 2024Effect of Employee Engagement on Job Performance Case of Tibebe Ghion Specialized Hospital 2025Structural and Psychological Empowerment on Employee Performance. The Mediating Role of Employee Engagement.

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.