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dc.contributor.authorHavenga, Werner
dc.contributor.authorStanz, Karel
dc.contributor.authorVisagie, Jan Christoffel
dc.contributor.authorWait, Karin
dc.date.accessioned2012-08-29T07:20:47Z
dc.date.available2012-08-29T07:20:47Z
dc.date.issued2011
dc.identifier.citationHavenga, W. et al. 2011.Evaluating the difference in employee engagement before and after business and cultural transformation interventions. African journal of business management, 5(22):8804-8820. http://www.academicjournals.org/journal/AJBM]en_US
dc.identifier.issn1993-8233
dc.identifier.issn2079-410x (Online)
dc.identifier.urihttp://hdl.handle.net/10394/7135
dc.description.abstractLevels of engagement within an organization can have substantial and measurable impacts upon the outputs of an organization. The objective of this exploratory study was to establish, the difference between employee engagement before and after a business and culture transformation intervention in the workplace. The participants of an IT firm represented all employee levels in the organization. A preintervention and post-intervention sample consisted of 427 and 253 individuals respectively. The Gallup q12 method was used to determine if differences exist in employee engagement before and after a twoyear pre- and post merger intervention. The main findings of the research indicated that there was a limited impact on employee engagement before and after the business and culture transformation interventions, and are discussed accordinglyen_US
dc.description.urihttp://www.academicjournals.org/article/article1380630242_Werner%20et%20al.pdf
dc.description.urihttp://dx.doi.org/10.5897/AJBM10.1436
dc.language.isoenen_US
dc.publisherAcademic journalsen_US
dc.subjectEmployee engagementen_US
dc.subjectculture transformation interventionsen_US
dc.subjectemployee engagement surveysen_US
dc.titleEvaluating the difference in employee engagement before and after business and cultural transformation interventionsen_US
dc.typeArticleen_US


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