Tracy Stanley

Creative Work Environments and Employee Engagement: Exploring Potential Links and Possibilities

Companies that perform well are often identified as either possessing creative work environments and (or) having high levels of employee engagement. Creative work environments are largely not well defined, although research alludes to contributing factors. On the other hand employee engagement is defined as the multiple emotional, rational and behavioural dimensions of an employees consistent level of effort, commitment and connection to their job. Some authors including Saks (2006) and Shuck and Wollard (2010) call for more scholarly research to increase our understanding of the drivers of employee engagement and the actions that organisations can take to improve engagement. There are references made in the literature to the existence of a relationship between a creative work environment and engaged employees (Isaksen & Ekvall 2010), but there is a lack of empirical evidence providing support for the direct relationship between the two. This study aims to explore the relationship, addressing the question of how a creative work environment impacts on employee engagement. Exploratory research to investigate this relationship will use a qualitative methodology with semi-structured interviews, field observations and document analysis. Key themes will be analysed at both the individual and team level reflecting the multi-level nature of the constructs.

Chapter 2 The Inherent Challenges of Knowledge Transfer Across Countries and Cultures

Purpose — The purpose of this chapter is to outline the findings of research into knowledge transfer across countries and culture and the implications of the findings for human resource practitioners. Methodology/approach — Use of a qualitative case study methodology approach was employed. Findings — The findings highlight the inherent difficulty of knowledge transfer and the broad range of factors that influence the knowledge transfer process and which are connected together in a complex and non-linear manner. Research implications — The research revealed insight into those managers most likely to be effective at knowledge transfer and what characteristics and experiences had supported this openness to knowledge from outside of their cultural context. The lessons from the research can be incorporated into the selection and development processes for expatriates. Originality value — The study affirmed the critical importance of face-to-face interaction in knowledge transfer. The research also resulted in the development of a practical model and tool, which pulls together the broad range of factors that impact on knowledge transfer.

Human factors and project challenges influencing employee engagement in a project-based organisation (PBO)

The purpose of this paper is to provide insights into the project challenges, human factors and knowledge development that influence the nature of employee engagement in a project team within a global project-based organisation.,A qualitative research design used semi-structured interviews, and observations in team meetings and the work environment to identify characteristics in the work environment which influenced employee engagement.,Workplace characteristics that influence employee engagement relate to the project challenges, the problem-solving nature of work, and achieving specified outcomes within time allocations. Human factors including the manager’s behaviours with feedback and recognition of effort, mentoring, and encouraging collaboration are important in team environment. The potential for learning and knowledge development from the project and with the team positively influence engagement.,This study examines the characteristics of an established project team of 13 consultant engineers from eight nationalities, and forms a basis for future comparison with other project teams with different job types and demographic profiles.,This study contributes to project management (PM) research by broadening the focus from human factors influencing employee engagement to project challenges and knowledge development, with implications for managers in project-based organisations in terms of job design, development of team climate, team processes and their own behaviours.,This study contributes to human factors in PM literature through exploratory research into the antecedents of employee engagement.