To be engaged or not to be engaged: The antecedents and consequences of service employee engagement

Mengüç, Bülent; Auh, Seigyoung; Fisher, Michelle; Haddad, Abeer

doi:10.1016/j.jbusres.2012.01.007

Cited by 219 publications

(239 citation statements)

References 29 publications

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“…Similarly, job security is also an important signal by which employees feel secured and cared by their organizations and will be most prone to exert time and energy during their job (Chen, 2017). Furthermore, this study found the positive relationship between performance feedback and employee engagement that is similar with the study of (Menguc et al, 2013) suggested that employees who receive developmental feedback from their supervisor about the performance, they feel that their supervisors really care about their growth and development which make them obligated and reciprocate with high dedication and enthusiasm towards the work.…”

Section: Discussionsupporting

confidence: 84%

“…Saks (2006) argued that the level of engagement of an employee may depend on the extent to which they feel obligated to their organization and repay to the organization. Several empirical studies (Menguc et al, 2013;Shuck & Wollard, 2010) suggested SET as the most significant and descriptive theory which can explain contextual value of workplace and workplace behavior. Giving emphasis on SET, this study theorizes that when employees perceive that the organizations are giving adequate socio-economic resources through HRM practices to ensure their well-being, they will feel obligated and show high level of engagement as repayment.…”

Section: Social Exchange Theorymentioning

confidence: 99%

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The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

Aktar

Pangil

2017

IJHRS

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The purpose of this study is to investigate the relationship between HRM practices and employee engagement. Although employee engagement has got a great attention among the industry practitioners in recent times, it requires more considerations particularly in the academic literature. Based on the norms of social exchange theory (SET), this study has developed the framework to examine the role of perceived organizational support (POS) on HRM practices-employee engagement linkage. Survey data has been collected from employees who are working in different private commercial banks in Bangladesh. This study has used a sample of 376 employees using cluster sampling technique. To analyze the data, this study has employed SmartPLS 3.0 version software. The results of structural equation modeling revealed that HRM practices namely career advancement, job security and performance were significantly and positively related to employee engagement. The results also showed that POS can moderate the relationship between HRM practices and employee engagement. It suggests that in the presence of POS, relatively low level of employees' perceptions regarding job related resources will exert a high level of employees' behavioral outcomes such as engagement. The implications and suggestions for future research have also been discussed.

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Section: Discussionsupporting

confidence: 84%

Section: Social Exchange Theorymentioning

confidence: 99%

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

Aktar

Pangil

2017

IJHRS

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“…Job involvement is considered as an important employees' job-related behavior and is defined as a belief descriptive of the present job and tends to be a function of how much the job can satisfy one's present needs (14) . In the fact that today's health care organizations expect their health care professional to show initiative, to be proactive, to take responsibility for their own development of achievement behaviors at work, as well as to perform at high levels (15) . Head nurse is a nurse who can plan, organize, deliver, and evaluate nursing and interdisciplinary care to a targeted group of patients and manage the human and material resources needed to deliver that care.…”

Section: (4)mentioning

confidence: 99%

Job crafting and Work Involvement as a Mediator to Promote Head Nurses' Organizational Citizenship Behavior at Mansoura University Hospitals

Mahmoud

2017

IJND

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“…Of these studies, 10 focused on a specific sector such as services, 104,163,216 research and development, 165 hospitality 6,117,132,185,221 and retail. 222 The other studies (17 out of 36) selected their sample from a specific organisation or occupation. Seven studies sampled employees from education and public service sectors (e.g.…”

Section: Sample Considerationsmentioning

confidence: 99%

“…99,108,168,222,276 Most found a positive association between autonomy and engagement, while Buys and Rothmann 168 found no significant link. Bakker and Bal's 108 study and that of Xanthopoulou et al 276 involved repeated measurement over time.…”

Section: Experienced Job Design-related Factorsmentioning

confidence: 99%

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

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To be engaged or not to be engaged: The antecedents and consequences of service employee engagement

Cited by 219 publications

References 29 publications

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

Job crafting and Work Involvement as a Mediator to Promote Head Nurses' Organizational Citizenship Behavior at Mansoura University Hospitals

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

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