High-involvement work practices and employee engagement

Rana, Sowath

doi:10.1080/13678868.2014.1003698

Cited by 44 publications

(46 citation statements)

References 31 publications

(42 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…From an HRM perspective, it is also worth considering how the debate about engagement relates to earlier and more established discussions about related constructs such as highinvolvement work practices. Rana (2015) argues that engagement can be positioned as an outcome of four types of high involvement work practices, namely, empowerment, the provision of information, reward and recognition, and resources and opportunities to improve knowledge and skills.…”

Section: Academic Modelsmentioning

confidence: 99%

Employee engagement: Do practitioners care what academics have to say – And should they?

Bailey

2022

Human Resource Management Review

View full text Add to dashboard Cite

show abstract

Section: Academic Modelsmentioning

confidence: 99%

Employee engagement: Do practitioners care what academics have to say – And should they?

Bailey

2022

Human Resource Management Review

View full text Add to dashboard Cite

show abstract

“…This shows support for the argument that training provides a meaningful, safe, and resourceful social context that enables the full expression of the self in one's work role performances (Gruman and Saks 2011;Rana 2015;Reio and Sanders-Reio 2011). Work engagement may focus too narrowly on the transaction of resources in exchange for effort (Bargagliotti 2012), and so may not be as theoretically comprehensive as personal role engagement theory.…”

Section: Predictormentioning

confidence: 83%

“…Training could be seen to fulfil these psychological conditions. First, training provides employees with knowledge and understanding that makes work more meaningful (Rana 2015). Second, training develops important personal resources that enable employees to feel psychologically able to sustain healthy levels of engagement (Gruman and Saks 2011).…”

Section: The Mediating Role Of Engagement In the Relationship Betweenmentioning

confidence: 99%

Training perceptions, engagement, and performance: comparing work engagement and personal role engagement

Fletcher

2015

Human Resource Development International

View full text Add to dashboard Cite

The purpose of this study was to compare two engagement constructs (work engagement and personal role engagement) with regard to their relationship with training perceptions and work role performance behaviours. It was hypothesised that personal role engagement would show incremental validity above that of work engagement at predicting work role performance behaviours and be a stronger mediator of the relationships between training perceptions and such behaviours. Questionnaire data were gathered from 304 full-time working adults in the UK. As predicted, personal role engagement was found to explain additional variance above that of work engagement for task proficiency, task adaptability, and task proactivity behaviours. Moreover, personal role engagement was a stronger mediator of the relationship between training perceptions and task proficiency as well as between training perceptions and task adaptability. Both work engagement and personal role engagement mediated the relationship between training perceptions and task proactivity to a similar degree. The findings suggest that personal role engagement has better practical utility to the human resource development domain than work engagement and indicates that future research may benefit from adopting the personal role engagement construct.

show abstract

“…Consequently, the normative view of co-workership is largely about making a post-bureaucratic organization work in practice (cf. Elliott and Turnbull 2003) and supporting a high-involvement work system (HIWP) (Lawler 1988;Rana 2015). The normative view of co-workership is mainly conceptualized through the preconditions of constructive co-workership identified by Hällstén and Tengblad (2006).…”

Section: Co-workership -Perspectives Development and Retentionmentioning

confidence: 99%

Strategies for co-workership retention

Andersson

Stockhult

Tengblad

2020

Human Resource Development International

View full text Add to dashboard Cite

Co-workership is a Scandinavian working life concept that is based on post-bureaucratic organizing, the cornerstones of which are decentralization and a vision of responsible individual autonomy and participation. Research has shown positive results from implementing/developing co-workership in organizations; however, in terms of the post-bureaucratic character of the concept, it might be more challenging to retain positive results than to succeed with short-term development and implementation. This study aimed to describe and analyse the retention of co-workership. A qualitative case study based on interviews and observations was conducted at an elderly care unit that had attracted a lot of attention for its organizational development, largely due to co-workership. The present study focused on retention of the active co-workership that the former development had resulted in. Four main challenges were identified as central to co-workership retention. The paper contributes to the scientific community concerning retention of organizational development efforts, particularly by emphasizing the concept of co-workership retention, which is crucial for producing excellent operational performance over extended periods of time.

show abstract

High-involvement work practices and employee engagement

Cited by 44 publications

References 31 publications

Employee engagement: Do practitioners care what academics have to say – And should they?

Employee engagement: Do practitioners care what academics have to say – And should they?

Training perceptions, engagement, and performance: comparing work engagement and personal role engagement

Strategies for co-workership retention

Contact Info

Product

Resources

About