Antecedents and consequences of employee engagement revisited

Abstract

Purpose In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement. Design/methodology/approach Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement. Findings The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences. Practical implications The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement. Originality/value This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.

Impact of Perceived Organizational Support on Work Engagement: Mediating Mechanism of Thriving and Flourishing

“…Thriving people apply higher energy to their jobs and are energetically engaged in their work [48]. Employees' personal development and their readiness to give their full effort toward obligations that are associated with work are enhanced by these resources, which ultimately affect their job as well as personal outcomes in a positive manner [37].Therefore, we propose: Hypothesis 3 (H3). Thriving is positively related to work engagement.…”

“…Fourth, it could boost the intrinsic interest of employees for their tasks by enhancing their self-efficacy [36]. POS is an important driver of work engagement [37]. Another study of Ali et al [38] explained that employees were highly engaged in their work when they perceived their organization provided support to them.…”

Are Happy Workers More Productive? The Mediating Role of Service-Skill Use

“…Positive attitudes (such as HAW) are fundamental to develop employee skills. For example, engagement has been related to increased civic behavior (Saks, 2019), involving better communication and relationship skills. Happier employees are willing to give their best in an emotional state of passion and involvement, thus better exploiting their skills.…”

Pengaruh Family Supportive Supervisor Behavior terhadap Kepuasan Kerja melalui Work Life Balance dan Employee Engagement

“…Mereka menunjukkan kinerja yang lebih baik dalam tugas, menilai secara positif pekerjaan yang mereka lakukan dan mengalami tingkat kepuasan yang lebih besar. Sejalan dengan pendapat tersebut, kepuasan kerja merupakan salah satu consequences dari employee engagement (Saks, 2005 Hasil yang diperoleh pada pengujian hipotesis pertama (H1) menunjukkan bahwa pengaruh variabel FSSB (X) terhadap WLB (Z1) memiliki nilai koefisien sebesar -0,105 dengan nilai t sebesar -1,054 dan p-value sebesar 0,295. Hasil tersebut menunjukkan bahwa variabel FSSB berpengaruh tidak signifikan terhadap WLB, sehingga tidak mendukung hipotesis pertama yaitu FSSB (X) berpengaruh signifikan terhadap WLB (Z1).…”

“…Temuan dalam penelitian ini memperkuat beberapa penelitian terdahulu yang telah dilakukan sebelumnya yang menyatakan bahwa kepuasan kerja merupakan salah satu consequences dari employee engagement (Saks, 2005). Selanjutnya penelitian terdahulu menemukan bahwa karyawan yang engaged di tempat kerja akan lebih mungkin untuk merasakan kepuasan kerja (Yeh, 2013).…”