A theoretical model of the antecedents and outcomes of employee engagement

Abstract

This paper builds on existing theoretical and empirical research on employee engagement and proposes a theoretical model of the antecedents and outcomes of the construct. Using Dubin's (1978) theory-building methodology, it identifies job design and characteristics, supervisor and co-worker relationships, workplace environment, and individual characteristics as the major antecedents to employee engagement. The paper also proposes that job demands and employee perceptions of HRD practices serve as important moderators to the relationships between job design and characteristics, supervisor and co-worker relationships, workplace environment, and employee engagement. Employee engagement, in return, plays a salient role in enhancing employees' job performance and organizational citizenship behaviors as well as in reducing turnover intention. A theoretical model, laws of interaction, research propositions, and implications for research and practice are discussed.

Effective Strategies Small Retail Leaders Use to Engage Employees

“…The three key constructs underlying the employee engagement theory are (a) cognitive engagement, (b) emotional engagement, and (c) behavioral or physical engagement at work (Barrick et al, 2015). Rana, Ardichvili, and Tkachenko (2014) noted that organizational leaders use Shuck and Reio's (2011) theory to predict financial performance levels based on employee engagement. Sarti (2014) noted that an employee's opportunities for development in learning and personal growth could affect employee engagement.…”

“…Employee satisfaction is an emotional reaction of the employee engaging in the job circumstances and other work factors, such as the leadership qualities of the manager and cohesion of the co-workers (Kumar & Pansari, 2016). The participation of engagement is a role of performance for the employee (Rana et al, 2014). Researchers suggest the level in which an employee engages on the job includes an emotional factor of engagement in work-related tasks (Shuck & Reio, 2014).…”

“…Researchers discovered the emotional engagement of employees to be a collective phenomenon which spreads from individual to individual (Rana et al, 2014). Other researchers' findings exposed that employees thrive on intrinsic rewards the employee may receive from the work performed and act as reinforcements to keep the employee actively self-managing and engaged in their work (Saxena & Srivastava, 2015).…”

Improving Organizational Citizenship Behavior through Spirituality and Work Engagement

“…He noted that it is this involvement and expression of oneself in task behaviors that promote role performance. Rana et al (2014) proposed a theoretical model of antecedents and outcomes of employee engagement in which OCB is one of the organizational outcomes of engagement. Similarly, Soane et al (2012) suggested that OCB is a possible outcome of job engagement because the engaged state not only encompasses positive affect but also motivates beneficial behaviors.…”

High-involvement work practices and employee engagement

“…Today, a quick search of either of these key terms in the titles of publications in the Google Scholar database yields at least 2250 relevant results. Engagement -defined as the 'harnessing of organization members' selves to their work roles' (Kahn 1990, 694) -has been known to be predictive of various organizational outcomes including organizational citizenship behavior, discretionary effort, commitment, financial performance, lower absenteeism, and employee retention (Macey and Schneider 2008;Rana, Ardichvili, and Tkachenko 2014;Saks 2006;Stairs and Galpin 2010;Wollard and Shuck 2011).…”