Unveiling the impact of improvement methodologies on employee engagement: Insights from central European companies
Abstract
Improvement methodologies (IMs) consist of many components; however, employee engagement (EE) is particularly important in bottom-up initiated process improvement. This study aims to investigate EE with reference to IMs used by companies. EE measurement constructs focused on process improvement has been developed and verified as reliable. This study examines a sample of 380 medium- and large-sized companies. The ANOVA procedure proves that: (1) IMs support EE in companies, and (2) the absence of IMs leads to lower EE. However, support for EE is specific and does not primarily concern issues directly related to process improvement. This study also discovers the multi-use of IMs by companies. IMs such as Lean, strongly focused on EE by their assumptions, only moderately support EE in companies. The study found no exceptionally effective IM which allows for the easy gain of EE in the investigated companies’ current state of implementation. The results imply that companies are approximately halfway towards the effective use of IMs. They should rethink the use of IMs, transform their leadership style, and better motivate employees to engage in bottom-up process improvement, which is indispensable.
First published online 18 November 2024
Keyword : employee engagement, process improvement, lean management, six sigma, TQM
How to Cite
Urban, W. (2024). Unveiling the impact of improvement methodologies on employee engagement: Insights from central European companies. Technological and Economic Development of Economy, 1-19. https://doi.org/10.3846/tede.2024.22317
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Kaziliūnas, A. (2008). Problems of auditing using quality management systems for sustainable development of organizations. Technological and Economic Development of Economy, 14(1), 64–75. https://doi.org/10.3846/2029-0187.2008.14.64-75
Knapić, V., Rusjan, B., & Božič, K. (2022). Importance of first-line employees in lean implementation in SMEs: A systematic literature review. International Journal of Lean Six Sigma, 14(2), 277–308. https://doi.org/10.1108/IJLSS-08-2021-0141
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Kossyva, D., Theriou, G., Aggelidis, V., & Sarigiannidis, L. (2022). Definitions and antecedents of engagement: A systematic literature review. Management Research Review, 46(5), 719–738.
Kupczyk, T., & Pietrakowski, P. (2018). Czynniki zaangażowania pracowników jako determinanty zmian w zarządzaniu zasobami ludzkimi [Employee engagement factors as determinants of changes in human resources management]. Przedsiębiorczość i Zarządzanie, 19(10), 107–123.
Lam, M., O’Donnell, M., & Robertson, D. (2015). Achieving employee commitment for continuous improvement initiatives. International Journal of Operations & Production Management, 35(2), 201–215. https://doi.org/10.1108/IJOPM-03-2013-0134
Lauby, S. (2018). Employee engagement and commitment are not the same thing. HR Bartender. https://www.hrbartender.com/2018/employee-engagement/employee-engagement-commitment/
Liker, J., & Meier, D. (2007). Toyota talent: Developing your people the Toyota way. McGraw-Hill.
Lorincová, S., Miklošík, A., & Hitka, M. (2022). The role of corporate culture in economic development of small and medium-sized enterprises. Technological and Economic Development of Economy, 28(1), 220–238. https://doi.org/10.3846/tede.2021.15983
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Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Sage. https://doi.org/10.4135/9781452231556
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Poksinska, B., Swartling, D., & Drotz, E. (2013). The daily work of lean leaders – Lessons from manufacturing and healthcare. Total Quality Management & Business Excellence, 24(7–8), 886–898. https://doi.org/10.1080/14783363.2013.791098
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Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617–635. https://doi.org/10.5465/amj.2010.51468988
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