A New Measurement Scale for Employee Engagement: Scale Development, Pilot Test, and Replication.

Thomas, Christopher H.

doi:10.5465/ambpp.2007.26501848

Cited by 31 publications

(38 citation statements)

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“…Next, we loaded the individual items onto their respective factors. As mentioned above, the items for Thomas' (2007) measure were all loaded onto a single factor while the items of Schaufeli et al's (2006) Table III reports descriptive statistics and correlations among the study variables. As shown in the table, all the study variables possess adequate internal consistency.…”

Section: Methodsmentioning

confidence: 99%

“…In the present study we have used one measure of engagement from each set in order to study the relationship of justice perceptions with both types of conceptualization of engagement [1]. The first scale is a nine-item measure developed by Thomas (2007) and conceptualizes engagement as a second-order one-dimensional construct comprising of first-order affective, cognitive and behavioral components. The second measure used in the study is based on the three-dimensional conceptualization of employee engagement consisting of vigor, dedication and absorption dimensions.…”

Section: Pa Justice and Employee Engagementmentioning

confidence: 99%

“…Employee engagement. The first part of the study used employee engagement measure as suggested by Thomas (2007). The scale consisted of nine items (e.g.…”

Section: Samplementioning

confidence: 99%

“…Notes: PJ, procedural justice; DJ, distributive justice; INTPJ, interpersonal justice; INFJ, informational justice; VIG, vigor; DED, dedication; ABS, absorption; ENGC, engagement measured usingThomas (2007) scale; ENGSCH, engagement measured usingSchaufeli et al's (2006)scale. Coefficient a reliability estimates are provided in parenthesis along the diagonal; correlations shown are Pearson bivariate correlation.…”

mentioning

confidence: 99%

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Impact of performance appraisal justice on employee engagement: a study of Indian professionals

Gupta¹,

Kumar²

2012

Employee Relations

126

123

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Performance appraisal is one of the most important human resource management practices as it yields critical decisions integral to various human resource actions and outcomes. The purpose of this paper is to explore the relationship between perceptions of performance appraisal fairness and employee engagement in the Indian business context. Design/methodology/approach -The study was conducted in two parts. The first part explored the relationship between justice perceptions and a one-dimensional conceptualization of engagement. The second part explored the relationship between justice perceptions and a three-dimensional conceptualization of engagement. The relationships between justice perceptions and engagement were analyzed using zero-order correlations and hierarchical regression analysis. Findings -The study findings suggest a significant positive association between distributive and informational justice dimensions and employee engagement. Distributive justice and informational justice dimensions were found to have a stronger impact on employee engagement conceptualized as antipode of burnout.Research limitations/implications -The research was cross-sectional and so any inferences regarding causality are limited. All responses on engagement and justice scales are from self-report measures and it is likely that method variance inflated the relationships among these variables. Practical implications -Psychometrically valid scales for performance appraisal justice and engagement were developed and tests of relationships between them have been established. The study suggests that distributive and informational justice perceptions during a performance appraisal session lead to enhanced engagement among employees. Originality/value -The study tests the relationship between performance appraisal justice and employee engagement in the Indian context. A significant positive relationship between some performance appraisal justice dimensions and engagement has been established. To the best of the authors' knowledge, such a study is the first of its kind undertaken in the Indian context.

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Section: Methodsmentioning

confidence: 99%

Section: Pa Justice and Employee Engagementmentioning

confidence: 99%

“…Employee engagement. The first part of the study used employee engagement measure as suggested by Thomas (2007). The scale consisted of nine items (e.g.…”

Section: Samplementioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

Impact of performance appraisal justice on employee engagement: a study of Indian professionals

Gupta¹,

Kumar²

2012

Employee Relations

126

123

View full text Add to dashboard Cite

show abstract

“…However, an ongoing movement within engagement research, in addition to clarifying and developing the definition of the construct, is to model engagement empirically as a multidimensional psychological state (see May, Gilson & Harter, 2004;Schaufeli & Bakker, 2004Thomas, 2007. It is likely, therefore, that the future will see new multidimensional measures of employee engagement that attempt to capture the various aspects of the definitions developing around the construct of employee engagement.…”

Section: Measuring Employee Engagementmentioning

confidence: 97%

Job attitudes and work values.

Schleicher

Hansen

Fox

2011

APA Handbook of Industrial and Organizational Psychology, Vol 3: Maintaining, Expanding, and Contracting the Organization.

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Development of a Model for a Great Place to Work and Its Perceived Outcomes: An Example from the Philippines

Guzman¹,

Teng‐Calleja²

2018

Perf Improvement Qrtly

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This study identifies factors that characterize a great place to work for employees. Factors were identified through content analysis of interviews with employees from different industries and job levels. A survey tool was developed and administered to 340 Filipino employees. Findings point to nature of work, the work environment, organizational culture and direction, coworker relationships, relationship with supervisor, compensation, benefits, and rewards, and developmental opportunities as important dimensions that engender positive perceptions of the workplace. Furthermore, the study identifies positive employee attitudes shaped by being in a great place to work. Factor analysis was used to establish the validity of the survey tool while Structural Equation Modeling (SEM) was used to develop the model and to determine the relationships between the predictor and outcome variables. Findings show that a great place to work predicts employee attitudes, which then predict perceived employee productivity.

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A New Measurement Scale for Employee Engagement: Scale Development, Pilot Test, and Replication.

Cited by 31 publications

References 0 publications

Impact of performance appraisal justice on employee engagement: a study of Indian professionals

Impact of performance appraisal justice on employee engagement: a study of Indian professionals

Job attitudes and work values.

Development of a Model for a Great Place to Work and Its Perceived Outcomes: An Example from the Philippines

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