Relational models and engagement: an attachment theory perspective

Abstract

Purpose Researchers have explored contextual antecedents influencing engagement at work; yet, theory and empirical evidence suggest some individuals are more or less engaged than others. Using a relational framework based on attachment theory, the purpose of this paper is to suggest that relational models influence engagement through their influence on psychological availability and psychological safety. Study 1 examined whether attachment influences variability in engagement. Study 2 examined whether these effects could be replicated, and whether attachment influences engagement via individuals’ psychological availability and safety. Design/methodology/approach Two field studies using online self-report surveys (Study 1 n=203; Study 2 n=709). Findings Attachment-avoidance and attachment-anxiety were independently associated with lower levels of engagement, and psychological conditions mediated these relationships. Research limitations/implications Relational models explain predictable variability in engagement. Employees’ ability to engage may be constrained or facilitated by their stable relational models of attachment. Originality/value The study is one of the few examining individual differences in engagement.

Effective Strategies Small Retail Leaders Use to Engage Employees

“…Successful organizations provide managers who implement positive leadership that is supportive to employees and develops pathways toward positive employee engagement (Gill, 2014). Airila et al (2014) used Fredrickson's (1998) Through attachment security, a positive relation to higher levels of engagement can reduce anxiety and avoidance from employees (Byrne, Albert, Manning, & Desir, 2017).…”

“…Popli and Rizvi found engagement has a positive relationship to customer satisfaction. Therefore, a positive customer experience is derived from a more productive employee, improves customer service, and remains in their job longer (Byrne et al, 2017). Kahn (1990) (Fredrickson, 1998).…”

“…A weak association between employee satisfaction and workplace engagement creates a disconnect (Suriyankietkaew & Avery, 2014). Disengaged workers create negative effects with financial and non-financial consequences to the organization (Byrne et al, 2017).…”

“…Job resources refer to the physical, psychological, social, or organizational aspects of the job function that help the employee achieve their work goals (Balunde & Paradnike, 2016). Sufficient job resources may provide employees with a sense of security to improve their engagement practices (Byrne et al, 2017). Job resources provide employees with greater learning opportunities and have direct effects on increasing work engagement (Sarti, 2014).…”

“…Employee engagement, as an organizational strategy should be a leadership goal of managers that involves all members of the organization and one that offers a supportive culture and builds on trust (Popli & Rizvi, 2017). When managers provide consistent responsiveness and attention, individuals develop positive internal processes of trustworthiness (Byrne et al, 2017). Trust in the supervisor creates the development of an employee's social capital outcome and positive attitudes and behaviors (Lapointe & Vandenberghe, 2016).…”