Employee engagement: an examination of antecedent and outcome variables

Shuck, Brad; Reio, Thomas G.; Rocco, Tonette S.

doi:10.1080/13678868.2011.601587

Cited by 311 publications

(315 citation statements)

References 53 publications

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“…62 However, along with this burgeoning interest has been considerable confusion and uncertainty about what engagement means, leading Christian et al 27 to conclude: 'engagement research has been plagued by inconsistent construct definitions and operationalizations' (pp. [89][90]. A range of different terms has been used, including 'work engagement', 'job engagement', 'role engagement', 'organisational engagement' and 'self-engagement', with associated variations in the measures and theoretical underpinnings used.…”

Section: The Origins and Definitions Of Employee Engagementmentioning

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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Section: The Origins and Definitions Of Employee Engagementmentioning

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

View full text Add to dashboard Cite

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“…By testing a number of proposed antecedents and consequences of employee engagement, Shuck, Reio, and Rocco (2011) reported that those employees who experienced a positive psychological climate were more likely to report higher levels of discretionary effort. This behaviour has been identified as a direct consequence of an employee being engaged (Corporate Executive Board 2004, May, Gilson & Harter 2004).…”

Section: The Impact Of Team Environment On Employee Engagementmentioning

confidence: 99%

Creative Work Environments and Employee Engagement: Exploring Potential Links and Possibilities

2014

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Companies that perform well are often identified as either possessing creative work environments and (or) having high levels of employee engagement. Creative work environments are largely not well defined, although research alludes to contributing factors. On the other hand employee engagement is defined as the multiple emotional, rational and behavioural dimensions of an employee's consistent level of effort, commitment and connection to their job. Some authors including Saks (2006) and Shuck and Wollard (2010) call for more scholarly research to increase our understanding of the drivers of employee engagement and the actions that organisations can take to improve engagement.There are references made in the literature to the existence of a relationship between a creative work environment and engaged employees (Isaksen & Ekvall 2010), but there is a lack of empirical evidence providing support for the direct relationship between the two. This study aims to explore the relationship, addressing the question of how a creative work environment impacts on employee engagement. Exploratory research to investigate this relationship will use a qualitative methodology with semi-structured interviews, field observations and document analysis. Key themes will be analysed at both the individual and team level reflecting the multi-level nature of the constructs.

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“…Another contribution of the present study to extant literature was the investigation of leadership support for health promotion in relation to employee engagement, which is a relationship that has not been conceptually or empirically investigated in previous studies. Conceptual support for the hypothesis that employees' perceptions of leadership support for health promotion may be related to employee engagement can be found in the burgeoning body of literature pertaining to employee engagement (Christian et al, 2011;Crabtree, 2005;Iverson et al, 1998;Martin & Schmidt, 2010;Mester et al, 2003;Rich et al, 2010;Schaufeli, 2012;Schaufeli et al, 2006;Shuck & Herd, 2012;Shuck & Reio, 2013;Shuck, Reio, & Rocco, 2011). This body of literature on employee engagement suggests there are cognitive, affective, and behavioral components to the construct of employee engagement (Shuck & Herd, 2012;Shuck & Wollard, 2009), all of which may be influenced by various work, environmental, and personal factors (Shuck & Herd, 2012;.…”

Section: Leadership Support For Health Promotionmentioning

confidence: 99%

Employee work and health behaviors : the role of leadership support for health promotion and organizational health climate.

Hoert

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Overall, the results of this study confirm the importance of leadership support for health promotion and organizational health climate in the strategic development, management and continuation of workplace wellness.These findings have important implications for practice as employees' perceptions of leadership support for health promotion and employees' perceptions of organizational health climate were found to be key leverage points for employee participation in wellness activities and for employee health behavior change. Future research can extend these findings by continuing to bridge the organizational behavior, management, and human resource development research with the public health research on workplace wellness.

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Employee engagement: an examination of antecedent and outcome variables

Cited by 311 publications

References 53 publications

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

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

Creative Work Environments and Employee Engagement: Exploring Potential Links and Possibilities

Employee work and health behaviors : the role of leadership support for health promotion and organizational health climate.

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