Effect of Managers Competencies on Employee Engagement

Objective. Analysis of the connection between the level of development of managerial competencies of a manager and the involvement in the work of both himself and his subordinates.
Background. Most managers of modern organizations pay considerable attention to managing employee engagement when working with personnel. One of the key factors influencing employee engagement is the immediate supervisor. It is important to determine the manager’s competencies, through the development of which it is possible to increase the involvement of employees at different levels in the organization.
Study design. The work examined the relationship between the involvement of employees at different levels in the organization and the level of development of the competencies of their managers; and differences between executive and employee engagement. The presence and degree of relationships were determined using correlation analysis, and differences were determined by assessing the reliability of differences in mean values.
Participants. Employees of the organization: 768 people (24,2% men, 75,8% women): 146 (19%) managers and 622 (81%) employees.
Measurements. Methodology for assessing the competencies of managers “360 degrees” based on a corporate model of 8 management competencies; Anonymous engagement questionnaire Kicentric – Russian version.
Results. The manager’s competencies “Understanding the Business”, “Result Orientation”, “Interaction” and “Development of Subordinates” contribute to the involvement of subordinates. “Leadership”, “Initiative”, “Business Understanding”, “Interaction” are also interconnected with the leader’s own involvement. “Planning” is an inverse relationship. It has been established that there are differences in the involvement of managers and employees.
Сonclusions. There is a relationship between the involvement of employees and the manager with the level of development of his competencies: some competencies of managers are associated with high involvement of him and his employees, some with low. A connection was found between the levels of involvement of the manager and employees. Differences in some parameters of engagement between managers and employees were revealed.

1. Bazarov T.Yu., Karpov A.B. Faktory trudovoi motivatsii sovremennogo rabotnika (na primere rossiiskoi farmatsevticheskoi kompanii) [Factors of labor motivation of a modern employee (on the example of a Russian pharmaceutical company)]. Organizacionnaya psikhologya = Organizational psychology, 2020. 10, no. 1, pp. 106–120. (In Russ.).
2. Bezruchko P. Praktiki regulyarnogo menedzhmenta: Upravlenie ispolneniem, upravlenie komandoi [Regular management practices: Performance management, team management]. Moscow: Al'pina Pablisher, 2023. 368 p. (In Russ.).
3. Egorova A.A. Vovlechennye sotrudniki: kak sozdat' komandu, kotoraya rabotaet s polnoi otdachei i dostigaet vysokikh rezul'tatov [Engaged employees: how to create a team that works with full dedication and achieves high results]. Moscow: Eksmo, 2023. 336 p. (In Russ.).
4. Oehler K. Model’ vovlechennosti sotrudnikov Kincentric (Aon Hewitt) [Kincentric Employee Engagement Model (Aon Hewitt)], 2018. URL: https://axes.ru/articles/model-vovlechennosti-sotrudnikov-aon-hewitt/ (Accessed 22.08.2023).
5. Karpov A.B. Vovlechennost' v rabotu – pokazatel' trudovoi motivatsii sotrudnikov [Engagement in work is an indicator of employee motivation]. Sistemnaya psikhologiya i sotsiologiya = Systematic psychology and sociology, 2018. Vol. 27, no. 3, pp. 74–83. (In Russ.).
6. Karpov A.B., L'vov S.Yu. Universal'naya model' trudovoi motivatsii sovremennogo rabotnika [Universal model of labor motivation of a modern worker]. Voprosy psikhologii = Questions of psychology, 2022. Vol. 68, no. 5, pp. 95–108. (In Russ.).
7. Klochkov A.K. Vovlechennost' i loyal'nost' personala ot A do Ya [Personnel engagement and loyalty from A to Z]. Moscow: Eksmo, 2022. 240 p. (In Russ.).
8. Kozarezova E.I. Vliyanie stilya upravleniya rukovoditelya na uroven' vovlechennosti sotrudnikov [Elektronnyi resurs] [The influence of a manager’s management style on the level of employee engagement]. Human Progress, 2019. Vol. 5, no. 7. DOI:10.34709/IM.157.6 (In Russ.).
9. Mochalin D.D. Kak interpretirovat' pokazateli vovlechennosti personala v kompaniyakh [How to interpret indicators of employee engagement in companies]. Organizacionnaya psikhologya = Organizational psychology, 2022. Vol. 12, no. 4, pp. 144–159. DOI:10.17323/2312-5942-2022-12-4-144-159 (In Russ.).
10. Mul'feit Ya. Vdokhnovlyayushchii lider. Komanda. Smysly. Energiya [Inspiring leader. Team. Meanings. Energy]. Moscow: Mann, Ivanov i Ferber, 2018. 384 p. (In Russ.).
11. Ponomareva Yu.S., Kopteva K.V. Klyuchevye faktory vovlechennosti personala organizatsii [Key factors of employee engagement in an organization]. In Sukiasyan A.A (ed.). Innovatsionnoe budushchee ekonomiki: sbornik statei Mezhdunarodnoi nauchno-prakticheskoi konferentsii (g. Ufa, 2 iyunya 2014 g.) [Innovative Future of Economics: collection of articles of the International Scientific and Practical Conference]. Ufa: "Aeterna", 2014, pp. 81–83. (In Russ.).
12. Satton R. Iskusstvo byt' khoroshim rukovoditelem. Rukovodstvo dlya tekh, kto upravlyaet lyud'mi [The art of being a good leader. Guide for those who manage people]. Per. s angl. E. Moscow: Mann, Ivanov i Ferber, 2013. 352 p. (In Russ.).
13. Tokareva Yu.A., Glukhen'kaya N.M., Tokarev A.G., Chevtaeva N.G., Bykova E.A. Motivatsiya trudovoĭ deyatel'nosti personala: kompleksnyĭ podkhod: monografiya [Motivation of personnel work activity: an integrated approach: monograph]. Shadrinsk: ShGPU, 2021. 216 p. (In Russ.).
14. Trendy vovlechennosti 2021-22. Prognozy 2023 [Elektronnyi resurs] [Engagement trends 2021-2022. Forecasts 2023]. URL: https://happy-job.ru/hr-blog/trendy-vovlechennosti-2021-22-prognozy-2023/ (Accessed 22.08.2023).
15. Barrick M. et al. Collective organizational engagement: linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 2015. Vol. 58, no. 1, pp. 111–135. DOI:10.5465/amj.2013.0227
16. State of the American Manager: Analytics and Advice for Leaders (report). URL: https://www.gallup.com/services/182138/state-american-manager.aspx/ (Accessed 22.08.2023).
17. Hogan R. et al. Management derailment. In S. Zedeck (Ed.). APA handbook of industrial and organizational psychology, Vol. 3. Maintaining, expanding, and contracting the organization. Washington, DC: American Psychological Association, 2011, pp. 555–576. DOI:10.1037/12171-015
18. Khan W. Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 1990. Vol. 33, no. 4. DOI:10.2307/256287
19. Lewis R. et al. Management competencies for enhancing employee engagement [Elektronnyi resurs]. (Project Report) London, U.K.: Chartered Institute of Personnel and Development. URL: https://engageforsuccess.org/wp-content/uploads/2017/05/Management-competencies-for-enhancing-employee-engagament.pdf/ (Accessed 22.08.2023).
20. Saks A. Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 2006. Vol. 21, no. 7, pp. 600–619. DOI:10.1108/02683940610690169
21. Shuck B. et al. Definitional and Conceptual Muddling: Identifying the Positionality of Employee Engagement and Defining the Construct. Human Resource Development Review, 2017. Vol. 16, no. 3, pp. 263–293. DOI:10.1177/1534484317720622
22. Society for human resource management. Employee job Satisfaction and engagement: The road to economic recovery [Elektronnyi resurs]. URL: https://www.readkong.com/page/employee-job-satisfaction-and-engagement-4084043/ (Accessed 22.08.2023).