Employee engagement in shared services in a regional university context

Datos Bibliográficos

ID4545337
AutoresKym Davis (0000-0003-3549-156X, Administrative Operations, Academy, James Cook University, Townsville, Australia, autor de correspondencia), Kim Southey (0000-0002-6852-1529, University of Southern Queensland)
Año2024
Volumen46
Número3
Páginas291-306
Fecha de publicación2024-05-03
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaJournal of Higher Education Policy and Management (JOURNAL)
Identificadores de la revistaISSN: 1360-080X • E-ISSN: 1469-9508
EditorialInforma UK Limited (PUBLISHER • GB)
DOI10.1080/1360080x.2024.2344238
OpenAlexW4394970951
IdiomaEN
Citas recibidas1
Referencias citadas40

A reflexive thematic analysis was used to identify factors that enhance and inhibit employee engagement amongst professional staff working in shared services teams in an Australian regional university. With efficient and effective client service delivery expected of people working in a shared services structure, employee buy-in and the need for them to feel engaged are important. However, little is known about the employee experiences of working in a shared services team. Despite this, shared services have become popular in universities by offering cost savings while improving service quality and output. We found that professional staff responded generally positively to working in a shared services team. Moreover, they indicated positive employee engagement when their working experiences responded to specific 'rules of engagement' applicable to their shared services environment

Business · Context (archaeology · Economic growth · Economics · Employee engagement · Geography · Higher education · Knowledge management · Political science · Public relations · Sociology · Collaboration in agile enterprises · Computer Science · Job Satisfaction and Organizational Behavior · Knowledge Management and Sharing · Psychology