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In their focal article, Chernyak-Hai and Rabenu (2018) argue that the foundational assumptions of social exchange theory (SET) should be revisited and revised because of recent changes in the workplace and the workforce. Using employee engagement data from recent research projects conducted in applied settings, we investigated a series of questions based on Chernyak-Hai and Rabenu's working hypotheses.

Linkage analysis is a framework for determining the impact that employee attitudes, as measured by organizational surveys, have on business outcomes. Linking employee attitudes to outcomes such as employee turnover and performance provides a compelling business case for executives to invest both emotionally and financially in employee surveys. The current chapter reviews the large body of research supporting the linkage analysis framework, as well as common approaches and challenges. Three case studies from the field are also presented, along with practical recommendations for translating linkage results into meaningful actions that organizations can take. The authors conclude by sharing the implications of linkage analysis in an era of big data.