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dc.contributor.authorConboy, Kaitlyn
dc.contributor.authorYoon, Joy
dc.date.accessioned2020-11-17T15:58:16Z
dc.date.available2020-11-17T15:58:16Z
dc.date.issued2016-10-01
dc.identifier.other9584253
dc.identifier.urihttps://hdl.handle.net/1813/74477
dc.description.abstractAs the companies extend their activities at an international level, the human resources management tools, including the employee engagement, need to be developed and diversified to manage differences in culture, economics, and political values. Understanding cultural dimensions and drivers of engagement helps to adapt to the variances in the employee engagement. In this summary, we narrow our focus to the Hofstede’s cultural dimension theory to apply cultural variances to the employee engagement model.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright held by the authors.
dc.subjecthuman resources
dc.subjectculture
dc.subjectcultural variances
dc.subjectemployee engagement
dc.subjectHR management tools
dc.subjecttalent management
dc.subjectdrivers of engagement
dc.subjectcultural dimension theory
dc.subjectsurveys
dc.subjectsenior leadership
dc.subjectrecognition
dc.subjectrewards
dc.subjectorganizational communication
dc.subjectfive dimensions of culture
dc.subjecttrust
dc.subjectgender
dc.titleWhat are Some Cultural Variances that Explain Differences in Employee Engagement, and What are the Implications of those Differences?
dc.typearticle
dc.description.legacydownloadsWhat_Are_Some_Cultural_Variances_That_Explain_Differences_in_Employee_Engagement_and_What_Are_the_Implications.pdf: 253 downloads, before Oct. 1, 2020.
local.authorAffiliationConboy, Kaitlyn: Cornell University
local.authorAffiliationYoon, Joy: Cornell University


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