000			03338nam a22002897a 4500
999			_c111183 _d111183
003			IE-CoIT
005			20221119062700.0
007			ta
008			180326s2017 ie ||||| |||| 00| 0|eng||
040			_aIE-CoIT
082			_aTHESES PRESS
100	1		_9124002 _aTabb, Stephen _eauthor
245	1	2	_aA quantitative investigation into engagement levels of junior leaders in the defence forces / _cStephen Tabb.
264		1	_aCork : _bCork Institute of Technology, _c2017.
300			_avii, 122 pages : _billustrations (some color) ; _c30 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
490		0	_aM.A. - Human Resource Management
500			_aThe phenomena of employee engagement is growing in stature, primarily owing to the perceived organisational effects. Consultancy agencies are to the fore in advocating such benefits. Engaged employees have been shown to have increased morale, satisfaction, productivity, and motivation. In academic circles, although much is written on the concept of employee engagement, there is a scarcity of empirical research or testing. This is particularly true of junior leaders in the Defense Forces, hence the significance of the current research. The purpose of this study is to investigate the engagement level of junior leaders in the Defence Forces, to add knowledge and insight to this under research topic. This study is underpinned theoretically by the work of Kahn (1990), aligning to a clear definition and empirically tested findings. The present study found that junior leaders were engaged, but the results are far from conclusive. The findings highlight that psychological meaningfulness and safety were positively linked to junior leaders' investment in their work. Conversely, psychological availability and the drivers of employee engagement were negatively associated with junior leaders' investment in work. Most findings were in line with previous studies, including the 2008 and 2015 Defence Forces Climate Surveys ; however, barriers to the engagement levels of junior leaders emerged from the current research. The findings highlight that junior leaders believe they are not receiving appropriate reward for their performance, nor do they feel their work is valued by the Defence Forces. The perception of reward and value are vital components of the psychological contract, and both are conducive to employment engagement. This study also highlights that junior leaders are not receiving the support they need to perform their roles, but co-worker support and respect are positively portrayed. This study also demonstrates the ineffectiveness of communication in the Defence Forces, particularly supervisors' capacity to communicate effectively with junior leaders. The current research has highlighted some of the principle concerns for the Defence Forces in relation to employment engagement. These findings have implications for senior management and supervisors in promoting an engaged workforce - (Abstract)
502			_aThesis _b(M.A.) - _cCork Institute of Technology, _d2017.
504			_aBibliography: (pages 102-117)
610	2	0	_9122753 _aIreland. _bArmy _xPersonnel
650		0	_aEmployee motivation _936792
650		0	_aOrganizational effectiveness _940657
942			_2ddc