dc.contributor.authorMak, Foo Sing
dc.contributor.authorLim, Joey Jun Na
dc.contributor.authorMerrilla, Jesslyn Edgina
dc.date.accessioned2017-05-19T01:40:12Z
dc.date.available2017-05-19T01:40:12Z
dc.date.issued2017
dc.identifier.urihttp://hdl.handle.net/10356/71723
dc.description.abstractGiven the increasingly stressful work climate in Singapore and the need to be more productive to remain competitive, this paper highlights how employee engagement (EE) can be utilised to resolve this issue. Many studies have revealed how organisational and individual variables influence EE but none has proposed an integration of how culture might interact with the other variables in their framework. The authors’ aim to bridge this gap by (1) examining how Singapore’s culture might influence antecedents of EE by applying Hofstede’s cultural dimensions of collectivism and power distance and (2) uncovering moderators and hindrances to EE in Singapore and propose recommendations to overcoming it. The literature revealed support for the view that a holistic model will be more effective in improving EE, specifically one that accounts for cultural influences. Ultimately, this paper provides a theoretically driven model with practical recommendations for organisations to overcome the dire state of Singapore’s EE levels.en_US
dc.format.extent37 p.en_US
dc.language.isoenen_US
dc.rightsNanyang Technological University
dc.subjectDRNTU::Social sciencesen_US
dc.titleBuilding Singapore’s engagement level : introduction of the holistic organisational model of engagementen_US
dc.typeFinal Year Project (FYP)en_US
dc.contributor.supervisorMichael David Gumerten_US
dc.contributor.schoolSchool of Humanities and Social Sciencesen_US
dc.description.degreeBachelor of Artsen_US


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