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Employee engagement has become one of the most popular topics in management. In less than 10 years, there have been dozens of studies published on employee engagement as well as several meta‐analyses. However, there continue to be concerns about the meaning, measurement, and theory of employee engagement. In this article, we review these concerns as well as research in an attempt to determine what we have learned about employee engagement. We then offer a theory of employee engagement that reconciles and integrates Kahn's () theory of engagement and the Job Demands–Resources (JD‐R) model (Bakker & Demerouti, ). We conclude that there continues to be a lack of consensus on the meaning of employee engagement as well as concerns about the validity of the most popular measure of employee engagement. Furthermore, it is difficult to make causal conclusions about the antecedents and consequences of employee engagement due to a number of research limitations. Thus, there remain many unanswered questions and much more to do if we are to develop a science and theory of employee engagement.

Purpose – The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage. Design/methodology/approach – This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures. Findings – The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development. Practical implications – The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage. Originality/value – The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.

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Purpose Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement. Design/methodology/approach A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactics and newcomer information-seeking both of which function by providing newcomers with information to reduce uncertainty. Socialization resources theory is used to develop a new pathway to newcomer socialization which focuses on providing newcomers with resources during the first year of organizational entry and socialization. Findings The uncertainty reduction pathway to newcomer socialization is narrow and limited because it primarily focuses on minimizing and reducing the negative effects of job demands rather than on providing newcomers with resources that are necessary to facilitate work engagement and socialization. Practical implications Organizations can use newcomers’ work engagement maintenance curves to map and track fluctuations in newcomers’ work engagement during the first year of organizational entry and they can conduct an audit of socialization resources to determine what resources are required to develop and maintain high levels of newcomers’ work engagement. Originality/value This paper describes newcomer work engagement maintenance curves and explains how socialization resources can be used to develop and maintain high levels of newcomers’ work engagement. A model of a new pathway to newcomer socialization is developed in which socialization resources, personal resources, and job demands influence newcomers’ work engagement and socialization outcomes.

Purpose -The purpose of this study is to examine the relationship between socialization tactics and newcomer engagement and the mediating role of person-job (PJ) and person-organization (PO) fit perceptions, emotions, and self-efficacy. Design/methodology/approach -A survey was completed by 140 co-op university students at the end of their work term. Findings -Institutionalized socialization tactics were positively related to PJ and PO fit perceptions, emotions and self-efficacy, but not newcomer engagement. Socialization tactics were indirectly related to newcomer engagement through PJ fit perceptions, emotions, and self-efficacy. Research limitations/implications -Socialization tactics might be too broad and general to predict newcomer engagement. Future research should measure more specific socialization practices and job resources. Practical implications -Organizations that want to engage new hires should use social socialization tactics to create positive emotions, develop higher PJ fit perceptions, and strengthen newcomers' self-efficacy beliefs. Social implications -Organizations can contribute to the well being of individuals and society by designing socialization programs that will engage new hires. Originality/value -This is the first study to examine relationships between socialization tactics and newcomer engagement and to study engagement as a socialization outcome.