H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt t

This paper develops a model of the individual -structure relationship using a predominantly sociological explanation. Adopting the perspective of the individual and grounding the approach in a structurationist framework, a system of person-based and role-based relationships is proposed. The model's implications for the individual are developed from an examination of markets, hierarchies and networks. Main conclusions cross-cut individual, functional and organizational levels: (1) work-and non-work roles need to be intentionally maintained and leveraged as a way to develop individual and organizational complexity; (2) individual discretion is essential to achieving the proper balance between the two kinds of roles;(3) networks provide the greatest potential for role satisfaction; and (4) HRD assumes an instrumental role in establishing and maintaining a culture of trust and in designing and supporting jobs that foster complexity and discretion.

In this paper we extend and elaborate an engagement process model, initially developed as an approach for improving the effectiveness of strategy implementation. Based on a qualitative analysis of an expansive set of studies, we find solid support for a three-component definition of engagement, add greater dimension and depth to the model's construct of social significance, and identify several factors associated with the development of an engaged workforce. We advance four propositions to guide future empirical research.

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