Employee Engagement in Theory and Practice

Adler, Maria

doi:10.4324/9780203076965

Cited by 87 publications

(52 citation statements)

References 21 publications

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“…All these motivational resources, when properly aligned, support employee engagement, which is a state of sustained skill deployment [9]. However, a company may adopt different combinations of monetary and non-monetary incentives to support and direct workers' effort.…”

Section: The Management Of Skillsmentioning

confidence: 99%

“…To sustain their effort, workers draw on various sources of energy: physical energy, emotional energy, and cognitive energy. The consequence is that workers in complex jobs without adequate resources and support may experience resource depletion over time, potentially leading to stress-induced burnout [9].…”

Section: Giovanni Russo | Skill Utilization At Work: Opportunity and mentioning

confidence: 99%

“…Job complexity provides psychological resources that enhance rewards deriving from the proper exercise of skills, thus making skills utilization sustainable [9]. These psychological resources can be traced back to the role of work in satisfying psychological needs of autonomy, relatedness, and mastery or competence [5].…”

Section: The Management Of Skillsmentioning

confidence: 99%

“…These psychological resources can be traced back to the role of work in satisfying psychological needs of autonomy, relatedness, and mastery or competence [5]. For example, the use of skills needed to solve difficult (but not too difficult) problems, or to attain difficult (but not too difficult) goals is costly to workers in terms of physical and mental energy, but it can be very rewarding when a state of complete absorption is attained (a state of flow) [9]. Autonomy to decide the method of work, the sequence of tasks, and the timing of work contributes to the experience of psychological ownership of work-related activities.…”

Section: The Management Of Skillsmentioning

confidence: 99%

“…This configuration is typical of high-performance workplaces. At the company level, an engaged workforce that is effectively drawing on its skills can result in improved business outcomes through reduced costs, increased quality, product and process innovation, and better communication supporting a more effective implementation of the business strategy [9].…”

Section: The Management Of Skillsmentioning

confidence: 99%

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Skill utilization at work: Opportunity and motivation

Russo¹

2017

izawol

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Section: The Management Of Skillsmentioning

confidence: 99%

Section: Giovanni Russo | Skill Utilization At Work: Opportunity and mentioning

confidence: 99%

Section: The Management Of Skillsmentioning

confidence: 99%

Section: The Management Of Skillsmentioning

confidence: 99%

Section: The Management Of Skillsmentioning

confidence: 99%

See 3 more Smart Citations

Skill utilization at work: Opportunity and motivation

Russo¹

2017

izawol

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Exploring Different Operationalizations of Employee Engagement and Their Relationships With Workplace Stress and Burnout

Anthony-McMann

Ellinger

Astakhova

et al. 2016

Human Resource Development Quarterly

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Many empirical studies of employee engagement show positive relationships with desirable work‐related outcomes, yet a consistent understanding of the construct remains elusive (Saks & Gruman, 2014). We propose that this lack of clarity is leading to an increased risk that employee engagement is becoming overly generalized and that, as a consequence, its utility in both theory and practice is compromised. Indeed, our study of 472 information technology (IT) professionals working in community hospitals reveals that, even though the two measures of employee engagement examined in this study are conceptually based on Kahn's (1990) needs‐satisfaction framework, they are nomologically different, evidence different predictive properties (with regard to workplace stress and burnout), and suggest different workplace interventions. As hypothesized, both measures of employee engagement reveal negative relationships with workplace stress, and burnout has a mediating effect on those relationships. Further, the relationships are significantly different, but these differences are understood only when examining the dimensional levels of each engagement measure. Our findings also clarify the highly debated relationship between employee engagement and burnout and challenge those engagement measures that are conceptually grounded in a burnout‐antithesis framework. Implications and avenues for future research are presented.

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Using narrative evidence synthesis in HRM research: An overview of the method, its application, and the lessons learned

Madden

Bailey

Alfes

et al. 2017

Human Resource Management

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Using narrative evidence synthesis in HRM research: an overview of the method, its application and the lessons learned. AbstractThe use of systematic approaches to evidence review and synthesis has recently become more common in the field of organizational research, yet their value remains unclear and largely untested. First used in medical research, evidence review is a technique for identifying, evaluating and synthesizing existing empirical evidence. With greater demand for the best evidence about 'what works' in organizational settings, nuanced approaches to evidence synthesis have evolved to address more complex research questions. Narrative synthesis is perceived to be particularly suited to evaluating diverse evidence types spanning multiple disciplinary fields, characteristic of the HRM domain. This article evaluates the narrative evidence synthesis approach, explains how it differs from other techniques and describes a worked example in relation to employee engagement. We consider its strengths, the challenges of using it and its value in HRM research. It has been argued that one reason for the lack of clear and reliable evidence is that the traditional method of literature review, widely used in organizational research, frequently fails to grasp the nature and scope of complex evidence, or to provide the clarity and insight needed to aid conceptual understanding or practical decision-making (Rousseau, 2006). Although the traditional literature review remains a cornerstone of scholarly research, there is a concern that it often reduces, oversimplifies and misrepresents complex topics such as those found in HRM, and unduly excludes crucial or nuanced evidence that might be of interest and relevance (Morrell & Learmonth, 2015;Rousseau et al., 2008). Systematic approaches to evidence synthesis, on the other hand, have evolved since they first emerged in the medical field to offer more rigorous approaches for assessing and synthesizing complex evidence (Greenhalgh, Glenn, Bate, Kyriakidou, MacFarlane, et al., 2004), and thus offer an alternative, and more structured approach to capturing and evaluating the entire evidence base relating to a specific topic. IntroductionDespite the availability of these more systematic approaches to evidence synthesis, and a growing movement that advocates their wider use, Patterson, Rick, Wood, Carroll, Balain, et al., (2010: 7) observe that they still have a very 'limited pedigree within HRM'. In this article, we consider the main approaches to evidence review that have evolved in the field of organizational research, setting out the arguments for their use and highlighting their perceived strengths and limitations.We focus in particular on one such structured approach to evidence review, narrative evidence synthesis, and describe and evaluate a worked example of this approach on the important and contested topic of employee engagement to illustrate the practical, logistical and methodological 3 challenges it posed. Finally, we explain its benefits and make recommendatio...

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Employee Engagement in Theory and Practice

Cited by 87 publications

References 21 publications

Skill utilization at work: Opportunity and motivation

Skill utilization at work: Opportunity and motivation

Exploring Different Operationalizations of Employee Engagement and Their Relationships With Workplace Stress and Burnout

Using narrative evidence synthesis in HRM research: An overview of the method, its application, and the lessons learned

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