Employee engagement in multinational organizations

Clare Kelliher, Veronica Hope Hailey, Elaine Farndale

Research output: Chapter in Book/Report/Conference proceedingChapter

2 Scopus citations


Recent years have seen spiralling interest in employee engagement in many economies across the world, from employers, policy organizations and governments. Governments have seen high levels of employee engagement as a means to improve the performance of firms and thereby increase the competitiveness of their national economy.1 Many employers have developed mechanisms to monitor engagement levels amongst their workforce and have tried to develop policies and practices to foster high levels of employee engagement. Multinational corporations (MNCs), considering employee engagement across their operations, are faced, however, with a more general question of whether employee engagement is a universal concept, similar throughout the world, or whether its meaning and the factors that influence it differ in the different parts of the world in which they operate. As discussed in Chapter 9, cross-national and cross-cultural research would suggest different attitudes to work and different behavioural responses by employees in different parts of the world. Thus, MNCs are faced with the question of whether employee engagement can be measured and compared in a meaningful way across a multinational organization’s operations, and whether similar policies and practices are likely to influence levels of engagement similarly in different national contexts.

Original languageEnglish (US)
Title of host publicationEmployee Engagement in Theory and Practice
PublisherTaylor and Francis
Number of pages15
ISBN (Electronic)9781135128647
ISBN (Print)9780415657419
StatePublished - Jan 1 2013

All Science Journal Classification (ASJC) codes

  • Economics, Econometrics and Finance(all)
  • General Business, Management and Accounting


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