What do engagement measures really mean?

Baron, Angela

doi:10.1108/14754391311282450

Cited by 11 publications

(8 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Higher performance levels are achieved by engaged employees (Bakker and Demerouti, 2008); although, the most convincing is that positive emotions are experienced by an engaged employee. To achieve challenging goals, there is need to have a sense of commitment in an engaged employee (Baron, 2013). This is because of focus and energy that help them to put extra efforts.…”

Section: Conceptual Research Frameworkmentioning

confidence: 99%

Heeding a missing link between field managers’ monitoring styles and salespersons’ performance in pharmaceutical selling context

Khan

Shafi

Rajput

2020

IJPHM

View full text Add to dashboard Cite

Purpose The purpose of this study is to reveal important insights by examining the relationships of two different field managers’ monitoring styles with performance through salespersons’ engagement. Design/methodology/approach Data was collected from 318 salespersons’ from 20 pharmaceutical firms. Given the performance-driven nature of the pharmaceutical sales profession, field managers seek to adopt the best monitoring style, which can optimize individual’s performance while providing a healthy work environment. Findings The results from multivariate analysis show the evidence of positive relationship between interactional monitoring and salespersons’ engagement. The results also confirm that engagement partially mediates the proposed relationships. Originality/value Authors assimilate and extend research and theory on field managers’ monitoring, salespersons’ performance and salespersons’ engagement to advance a model of salespersons’ reactions to different monitoring styles based on self-determination theory. Perhaps in no other field, the salespersons-field managers’ relationship is as important as in the field of pharmaceutical selling. The study offers insights about the important consequence of two different monitoring styles; also the study is one of the exceptional efforts to provide evidence regarding the role of engagement in the relationship between two different monitoring styles and salespersons’ performance.

show abstract

Section: Conceptual Research Frameworkmentioning

confidence: 99%

Heeding a missing link between field managers’ monitoring styles and salespersons’ performance in pharmaceutical selling context

Khan

Shafi

Rajput

2020

IJPHM

View full text Add to dashboard Cite

show abstract

“…That said, engagement levels can vary and people may engage to their team (Saks & Gruman, 2014), line manager, profession, task (Baron, 2013), customer (Gourlay et al, 2012) job, and/or organization (Saks, 2006;Saks & Gruman, 2014). Consequently, engagement terms differ and when used appropriately, the terms signify that people may engage with different elements of organizational life.…”

Section: Employee Engagementmentioning

confidence: 99%

Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity

Davis

Heijden

2018

Human Resource Dev Quarterly

View full text Add to dashboard Cite

Following the 2007/2008 global financial crisis, the UK public sector has experienced major funding cuts resulting in staffing reductions and a dilution in the employment deal. Consequently, the aim of this study is to understand how i‐deals, which are unique conditions of employment negotiated between an individual and their employer (Rousseau, 2005), may be used to accept a new psychological contract and foster employee engagement during austerity. Four qualitative team case studies were conducted comprising senior, middle‐line, and first‐line managers, and either professional or nonprofessional employees, within one English local authority (LA). Methods included 29 × one‐to‐one and three focus group semistructured interviews incorporating the critical incident technique. By examining i‐deals through the lens of social exchange theory (Blau, 1964), this research demonstrates the role of reciprocity in the form of i‐deals to accept the new psychological contract and foster engagement. Here, for some employees, once concrete and universal resources were available to a certain level (e.g., pay), the difference (e.g., universal resources such as a pay rise, external training) was substituted by more particularistic resources (e.g., flexibility and developmental i‐deals) herewith extending Foa and Foa's (1976, 1980, and 2012) resource theory. Furthermore, resultant economic or social exchange may be due to the individual attribution of why the i‐deal was agreed, rather than the i‐deal content. Finally, when i‐deals are denied, action to lower the risk of psychological contract breach is advised.

show abstract

“…Critics of the concept have dismissed work engagement as nothing new other than the same constructs known in management theory and practice such as job satisfaction and involvement. However, Baron (2013) asserts that job satisfaction is not enough for the simple reason that a satisfied employee may derive satisfaction for reason unrelated to work performance, an employee can commit just to the minimum to keep the job. Work engagement is more than just job satisfaction, but principally it is about passion, commitment, and the willingness to invest oneself and expend ones' discretionary effort to help the employer succeed.…”

Section: Concept Of Work Engagementmentioning

confidence: 99%

Influence of Optimism on Work Engagement of Managers in State Corporations in Kenya

Rotich

2020

EJMMS

View full text Add to dashboard Cite

The concepts of optimism and employee engagement as mechanisms to improving individual performance have been discussed in management literature. Although studies on optimism in the workplace are relatively limited, evidence certainly exists that links the concept to improvement in individual and workplace performance. This study sought to investigate the extent to which optimism influence work Engagement among middle level managers in State Corporations in Kenya. The study was informed by social learning theory. To achieve this, the study adopted a cross sectional quantitative survey design. The target population was the middle level managers in State Corporations in Kenya. A total of 389 middle level managers were sampled and self-administered questionnaires issued. The data collected was analysed using descriptive and inferential statistics using SPSS computer software. Multiple regression model indicated that optimism predicts 0.036 (3.6%) of work engagement which was insignificant. Consequently, the predictor did not have a statistically significant effect on Work engagement. The coefficients show that the prediction of work engagement in relation to optimism was insignificant (β1= 0.013, p>.01). Thus optimism was not a significant predictor of work engagement, though methodological limitations may have impacted on this result. This study recommends government agencies in Kenya to assess and identify optimistic employees and also cultivate a working environment that promotes optimism. Executives would promote optimism by instituting measures and practices within its operating systems that create a work environment that assures the employees of their future. Managers ought to be faithful to its promises, particularly on matters touching employees. They should also be able to identify and nurture optimistic employees, by so doing they enhance the level of employee engagement and subsequent improvement of organizational performance. JEL: L10; L20; L23 Article visualizations:<img src="/-counters-/edu_01/0656/a.php" alt="Hit counter" />

show abstract

What do engagement measures really mean?

Cited by 11 publications

References 3 publications

Heeding a missing link between field managers’ monitoring styles and salespersons’ performance in pharmaceutical selling context

Heeding a missing link between field managers’ monitoring styles and salespersons’ performance in pharmaceutical selling context

Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity

Influence of Optimism on Work Engagement of Managers in State Corporations in Kenya

Contact Info

Product

Resources

About