Development and validation of the Korean Employee Engagement Scale

Song, Hae‐Deok; Hong, Ah Jeong; Jo, Yunseong

doi:10.1080/13678868.2021.1959831

Cited by 4 publications

(3 citation statements)

References 53 publications

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“…However, Fang and Kim (2019) claimed that work meaningfulness has unique ethical attributes that either positively or negatively affects engagement in different situations. Recent studies also suggested that meaningful work should include the sense of being a member of the organization when considering engagement in Asian organizations (Shrotryia & Dhanda, 2020;Song et al, 2021).…”

Section: Implications For Human Resource Development Theorymentioning

confidence: 99%

“…They indicated that the three constructs related to trust (co-worker trust, supervisor trust, and organizational trust) partially mediate the relation between organizational culture and employee engagement. In Song et al’s (2021) work of developing Korean Employee Engagement Scale (KEES), they argued organizational engagement as an important dimension of employee engagement because it captures the unique cultural background in Korean organizations.…”

Section: Literature Reviewmentioning

confidence: 99%

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Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development

Fang

2023

Advances in Developing Human Resources

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The Problem As the discourse around employee engagement has continued to emerge as an interdisciplinary, intercultural, and interprofessional concept, the gap between research and practice of engagement still remains, making collaboration among HRD scholars and practitioners in developing an engaged workforce a huge challenge. The Solution To fill the gap between research and practice on engagement, ontological, epistemological, and focal views of various perspectives on engagement are reviewed. Conceptual commonalities and differences in the multiple definitions, theories, and frameworks of employee engagement are also discussed. By exploring the divergence and convergence in the engagement discourse, a common ground for collaborative HRD in developing an engaged workforce is identified. Finally, implications for HRD research and practice are provided. The Stakeholders The intended audience for this article is HRD scholars, practitioners, and employers interested in developing an engaged workforce and workplace.

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Section: Implications For Human Resource Development Theorymentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development

Fang

2023

Advances in Developing Human Resources

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“…However, recently, employee engagement is recognized as a multidimensional concept. For example, employee has the various roles such as “a work role and a role as a member of their organization” ( Song et al, 2021 ; Saks et al, 2022 ). Thus, we aim to investigate the relationship between the variables influenced by rapid changes in the work environment represented by digital transformation, while also considering the effects of the COVID-19 pandemic as a major social crisis.…”

Section: Introductionmentioning

confidence: 99%

The job demands-resource model and performance: the mediating role of employee engagement

Lee

2023

Front. Psychol.

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In case of a major social crisis, such as the coronavirus pandemic, the most important measure is to identify the determinants influencing employee health and well-being, which are directly linked to workplace job performance. Many studies have explored the role of employee engagement in the relationship between job resources, psychological capital, and job performance; however, only a few have investigated the relationships reflecting rapid changes in the work environment represented by digital transformation and a major social crisis. Considering this, this study examines how job autonomy and psychological well-being, which lower employee anxiety about health and welfare, influence in-role performance in the form of proactive employee characteristics as well as extra-role performance in the form of prosocial behavior, as mediated by employee engagement. The results of the data analysis of 1,092 corporate employees in Korea supported this model. Specifically, job autonomy and psychological well-being influence job performance (i.e., personal initiative and prosocial behavior) through improvements in employee engagement. Based on these findings, the study also discusses the implications of the results, future directions, and limitations.

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Team-member and leader-member exchange, engagement, and turnover intentions: implications for human resource development

Tabak

Shkoler

Lebron

et al. 2023

Human Resource Development International

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Development and validation of the Korean Employee Engagement Scale

Cited by 4 publications

References 53 publications

Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development

Bridging the Gap Between Research and Practice of Engagement: Toward a Collaborative Human Resource Development

The job demands-resource model and performance: the mediating role of employee engagement

Team-member and leader-member exchange, engagement, and turnover intentions: implications for human resource development

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