Aim From the past to the present, the construct of engagement (Kahn, 1990) has been a growing interest in the scientific community (Schaufeli, Salanova, Gonzalez-Romà, Bakker, 2002; Schaufeli, Bakker, 2003; Bacchini, Boda, De Leo , 2004; Pisanti, Paplomatas, Bertini, 2008; Schaufeli, Leiter, Maslach, 2009; Rolle 2010), and also hacking by many corporations, institutions, associations and companies. These and other studies regard engagement as something that is done to employees. This interest stems froma drive to renew employment practices and processes as part of a wider agenda of organization modernisation, stem from the relationship between engagement and HR functions. Methods and Results Through this correlation, therefore, it aimed this study which focused on the ways in which the process of work enegagement is creating and support the ability of organizations to continuously innovation: the multinational sports, Decathlon Italy S.r.l (Decathlon) retail chain and also as the “culture” promotes and further support to activistic climate by Decathlon staff members. Work Engagement in Decathlon therefore becomes a multidimensional organizational construct, a network where the new process could be activated by the company and, simultaneously by the Staff, where employees are willing to cooperate, becoming an active and supportive and not only oppositive and passive node through engaging. Conclusions The analysis of tools, management practices, corporate values, it allows to understanding the corporate culture of Decathlon and the opportunities who support the goals to creating an engagement workforce.

Creating an engagement workforce. Decathlon Italia a case history

RAMACI, TIZIANA;
2015

Abstract

Aim From the past to the present, the construct of engagement (Kahn, 1990) has been a growing interest in the scientific community (Schaufeli, Salanova, Gonzalez-Romà, Bakker, 2002; Schaufeli, Bakker, 2003; Bacchini, Boda, De Leo , 2004; Pisanti, Paplomatas, Bertini, 2008; Schaufeli, Leiter, Maslach, 2009; Rolle 2010), and also hacking by many corporations, institutions, associations and companies. These and other studies regard engagement as something that is done to employees. This interest stems froma drive to renew employment practices and processes as part of a wider agenda of organization modernisation, stem from the relationship between engagement and HR functions. Methods and Results Through this correlation, therefore, it aimed this study which focused on the ways in which the process of work enegagement is creating and support the ability of organizations to continuously innovation: the multinational sports, Decathlon Italy S.r.l (Decathlon) retail chain and also as the “culture” promotes and further support to activistic climate by Decathlon staff members. Work Engagement in Decathlon therefore becomes a multidimensional organizational construct, a network where the new process could be activated by the company and, simultaneously by the Staff, where employees are willing to cooperate, becoming an active and supportive and not only oppositive and passive node through engaging. Conclusions The analysis of tools, management practices, corporate values, it allows to understanding the corporate culture of Decathlon and the opportunities who support the goals to creating an engagement workforce.
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11387/111239
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