Employee Engagement as a Factor of Internal Entrepreneurship

In recent years, there has been a growing interest in the topic of developing employee engagement both in the scientific community and in business. Managers are beginning to realize that not only the technologies used, but also the personnel who can be involved in work, submit ideas on how to improve it, or, conversely, silently carry out job descriptions, which can help to occupy leading positions. The purpose of this study is to analyze publications on employee engagement from 2017-2021, as well as the subjects of their study and research. The main hypothesis is that scientists are interested in various aspects of staff involvement, but of particular interest is how it is interconnected with the effectiveness of the organization. The results of this review form the basis for further discussion on approaches and tools for developing engagement as a factor of internal entrepreneurship.


Introduction
The topic of engagement is actively discussed in scientific circles and in business. So, an employee may like working in an organization, but it is not at all necessary that he will be ready to think about how to improve the organization and what to change in specific business processes. Therefore, engagement is not just job satisfaction, it is related to business performance and focuses on the types of behavior that contribute to achieving business results. So, it is proved in a study by Schneider, et al. that employee engagement significantly predicts the financial performance of an organization [1]. According to the approach of B. Shuck, J. L. Adelson, T. G. Reio Jr. the employee engagement scale consists of three sub-factors (cognitive, emotional and behavioral) and a higher-order factor (employee engagement) [2]. Various questionnaires are used to measure employee engagement, for example: This article provides a bibliographic analysis on the topic of employee engagement and internal entrepreneurship with an emphasis on publications from 2017 to 2021 in two databases: Web of Science and RSCI (eLibrary). During analyzing the publications, the definition of "employee engagement" was used to find its presence in keywords. The semantic analysis took into account the number of citations: RSCI -5≤ citations≤13, WoS -5≤ citations≤25. The authors also analyzed 30 of the most cited publications on the topic of engagement indexed in the databases WoS (25 publications) and RSCI (5 publications) on the subjects of research.

Results and Discussion
In total, 405 scientific publications have been published on the topic of employee engagement in the RSCI, 296 publications (59%) and 13 publications of them with a citation ≤5 have been published since 2017. There are 1256 publications on the topic of employee engagement in the WoS database, 874 (70%) during the study period.  It can be seen in Fig. 1 of the word cloud, there are not only synonyms of the concept of " engagement " such as loyalty, commitment, involvement, interest, efficiency, but also antonymsdetachment, indifference, burnout. This indicates the study of this concept from different sides, namely, researchers are looking for answers to such questions: how to analyze the level of engagement, how to involve staff in business processes, how to maintain the achieved level of involvement and thereby develop the company.
In addition, the frequent use of keywords (in addition to the search words "employee engagement") such as efficiency (productivity), communication, social responsibility, motivation and burnout, allow us to say that engagement has two aspects: − basic competencies (personal characteristics) of employees which influence interest in their profession, passion for the process of activity, the desire to find meaning and pleasure from their work, involvement, initiative and personal interest (not only material) and responsibility for the results of their division and the company as a whole; − what the company offers to the employee: a corporate culture aimed at a friendly atmosphere, top management that enjoys respect and trust, various tools that support initiative, and working conditions that affect job satisfaction.
Thus, two types of involvement can be distinguished: 1. Involvement in worklove for the work 2. Involvement in the company -association of oneself with the company When a person loves what he does, but at the same time does not associate himself with the organization, sometimes it can bring good results. And if teamwork is important, this option can give a negative result. Table 1 shows the distribution of the 30 most cited publications on the topic of engagement indexed in the WoS (25 publications) and RSCI (5 publications) databases by the subjects of research. Source: Author.
7 articles out of 30 are devoted to the study of the relationship between engagement and work efficiency or organization, as well as labor productivity. The average number of citations of articles is 60.6, which indicates an interest in this topic in the scientific community. These issues, one way or another, are related to internal entrepreneurship, the level of which determines the ability to offer and generate ideas for improving existing business processes, as well as creating new products and services, which, in turn, contribute to efficiency growth. In the RSCI database, articles are mainly devoted to the study of employee engagement in a particular organization and the number of citations is quite small. A number of scientists study the relationship between engagement and internal communication (6 articles out of 30 with an average number of citations of 44.5). In addition, the authors are interested in the relationship between engagement and the well-being of staff, CSR, as well as the measurement of engagement and how to involve employees in "zero waste".
During the analysis of the research, the authors identified a number of interesting discussion points that are important for understanding engagement. For example, there is an opinion that employee engagement is a tool to improve the efficiency of the company [36], which is actively used in many organizations. And there is a position, and it is close to the authors, that employee engagement is a management philosophy that forms a culture of participation and helps to involve employees in continuous improvement and increases their personal interest in the success of the organization [17]. It is noteworthy that despite the fact that the formation of a corporate culture that promotes employee engagement is a complex and lengthy process, the approaches in the tools differ significantly.
Employee engagement should not be viewed through the prism of ideology, as passion. Enthusiasm is easier to create than engagement, but working with emotions gives a short-term effect. True engagement is formed at the expense of values, not agitation, and provides the company with a long-term competitive advantage. Among the recommendations for increasing staff engagement, the following can be highlighted: − hire already involved candidates with "burning eyes" − set specific goals for employees that correlate with the success of the organization − be generous not only with bonuses, but also with praise − form, first of all, the involvement of managers who, by their example, will involve others in the company's business processes − form positive emotions and communication in the team − develop employees, give them the opportunity to feel their importance to the company.
It is worth noting that when measuring employee engagement, it is important to remember that despite the fact that companies strive to increase engagement rates, too high results may be based on negative factors, reflecting "social desirability". In other words, employees may answer questions under pressure or out of fear that they will let down the manager or the service. Taken into account this fact, it is necessary to carefully interpret the data from the engagement surveys.

Conclusion
The involvement of personnel in the work is the most important condition for the effective functioning of organizations of various types. The statement that a highly qualified specialist is the most valuable asset of the organization is beyond doubt. However, the effectiveness of an employee's work depends on many factors: his interest in working effectively, awareness of his value in the organization, the degree of satisfaction with the content of work, the corporate culture, prospects for personal and professional growth, the availability of working conditions and many other factors. Therefore, increasing the involvement of personnel in the work of the organization becomes the most important task of managers and the company as a whole. The high speed of technology change, the increase in the volume of information, the need for people (especially, the youth) to realize in existing conditions, as well as the need for opportunities to implement their ideas, requires the use of new approaches to human resource management.