Abstract
There is little empirically grounded theoretical account of how employees think about the way management can operationalize their engagement by focusing on the development of meanings and action that can lead towards the necessary sensemaking and help achieve employee creativity as a result. Consequently, the purpose of this chapter is to eliminate this lacuna and thus contribute towards a richer theory on the process behind the implementation of employee engagement, highlighting the importance of several organizational arrangements that can help management achieve employee creativity.
Keywords
- Stock Option
- Psychological Empowerment
- Employee Creativity
- Organizational Arrangement
- Participatory Democracy
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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Appendix
Appendix
List of matters discussed during the interviews
Description of the organization
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1.
Operations
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2.
Decision making process
Arrangement provided by management to encourage and enable you to get engaged in the decision making process
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3.
Expressions of confidence
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4.
Training
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5.
Operational freedom and job autonomy
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6.
Job authority
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7.
Communication and explanation of final management decisions made
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8.
Effects of employee-manager and employee-employee relationships in your team/department
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9.
Open-door communication, collaboration, team work
Creativeness and Innovation
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10.
Expecting decisions to lead to innovation and creativeness
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11.
Creativeness in media. Responding to social needs.
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12.
Incentives to innovate and to create
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13.
Showing profits from your creation and innovation and explain how and what you achieved in terms of profits
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14.
Prefer to work in media because you want to create and innovate
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Georgiades, S. (2015). Employee Engagement Implementation Leading Towards Employee Creativity. In: Employee Engagement in Media Management. Media Business and Innovation. Springer, Cham. https://doi.org/10.1007/978-3-319-16217-1_5
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DOI: https://doi.org/10.1007/978-3-319-16217-1_5
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