Employee Engagement and Positive Psychological Capital

Thompson, Kenneth R.; Lemmon, Grace; Walter, Thomas

doi:10.1016/j.orgdyn.2015.05.004

Cited by 49 publications

(55 citation statements)

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“…9, No. 1 Thompson et al (2015) stated the direct and indirect impact of positive psychological capital on employee engagement. In the longitudinal study of Korean hotel employees, Paek et al (2015) found that front-line staff with high psychological capital invest more in their own work.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Employee Engagement: A Literature Review

Sun¹,

Bunchapattanasakda²

2019

IJHRS

172

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Employee engagement is an important issue in management theory and practice. However, there are still major differences in the concept, theory, influencing factors and outcomes of employee engagement, and there is still no authoritative standard. This paper attempts to review and summarize previous research results on employee engagement. Two kinds of definitions of employee engagement are identified: employee engagement as a multi-faceted construct (cognition, emotions and behaviors) and as a unitary construct (a positive state of mind, a dedicated willingness, the opposite of burnout). Three theoretical frameworks are used to explain the varying degrees of employee engagement: Needs-Satisfaction framework, Job Demands-Resources model and Social Exchange Theory. The influencing factors of employee engagement are divided into three categories: organizational factors (management style, job rewards, etc.), job factors (work environment, task characteristics, etc.) and individual factors (physical energies, self-consciousness, etc.). Employee engagement is found to have a positive relationship with individual performance (organizational commitment, positive behavior, etc.) and organizational performance (customer satisfaction, financial return, etc.) The research findings show that there are three shortcomings in previous studies: lack of research on demographic variables, personality differences and cross-cultural differences in employee engagement, lack of research on the mediating or moderating role of employee engagement, and lack of intervention mechanism for employee engagement.

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Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Employee Engagement: A Literature Review

Sun¹,

Bunchapattanasakda²

2019

IJHRS

172

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“….‬ ‫مهم‬ ‫فرد‬ ‫فيزيکی‬ ‫و‬ ‫عاطفی‬ ‫شناختی،‬ ‫شدن‬ ‫ور‬ ‫غوطه‬ ‫يا‬ ‫و‬ ‫کاری‬ ‫دلبستگی‬ ‫شود (7).‬ ‫می‬ ‫تلقی‬ ‫کارکنان‬ ‫مثبت‬ ‫نگرش‬ ‫اوج‬ ‫عنوان‬ ‫به‬ ‫خود،‬ ‫کار‬ ‫در‬ ‫های‬ ‫فعاليت‬ ‫با‬ ‫مؤثری‬ ‫ارتباط‬ ‫و‬ ‫پرانرژی‬ ‫حس‬ ‫کار‬ ‫به‬ ‫دلبسته‬ ‫کارکنان‬ ‫های‬ ‫خواسته‬ ‫که‬ ‫بينند‬ ‫می‬ ‫را‬ ‫توانايی‬ ‫اين‬ ‫خود‬ ‫در‬ ‫و‬ ‫دارند‬ ‫خود‬ ‫کاری‬ ،)9( ‫همکاران‬ ‫و‬ ‫اسچوفلي‬ ‫دهند (8…”

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The effect of psychological capital on work engagement with mediating role of work -family conflict among nurses

2017

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“…Using the job demand-resources and the conservation of resources models, Thompson et al (2015) highlighted features that have to be addressed if an organization is to achieve employee engagement. This is because when features of a job help an individual to reach personal goals, employee engagement is improved (Thompson et al 2015). These features were broadly divided into four namely: human, social, family and psychological capital.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In line with this, engaged employees are seen as resources that give organizations competitive edge (Shuck and Rose 2013). Thompson et al (2015) described employee job engagement as the immersion of self into one's work with implications for productivity as well as organizational commitment and performance. This implies that when employees have a choice, they will still put in discretionary effort to further the cause of the organization (Kennedy and Daim 2010;Keating and Heslin 2015).…”

Section: Introductionmentioning

confidence: 98%

Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement

Oluwatayo

Adetoro

2020

Glob J Flex Syst Manag

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Scholars have suggested that employee engagement depends on their personal attributes, as well as the work contexts and human resources management practices of organizations. Little study however exists in professional firm contexts. This study set out to investigate the influence of work context, employee attributes and human resource management practices on the job engagement of employees, taking samples from architectural firms, where employees are considered as core resources. Data for this survey were obtained with the use of questionnaire. The data were analyzed using descriptive statistics and regression analysis. Moderate level of job engagement was found among the employees. The level of engagement was mostly predicted by the human resource practices and employees' personal attributes. In particular, feedback from principal and clear job description were found to be core human resource management practices that architectural firms can leverage to enhance employee job engagement. Flexible work practices like lunch arrangements, work hours and autonomy were found to also influence job engagement among the architects. This study fills the gap in the literature on the need to fully understand the concept of job engagement in the context of architectural professional service firms, where such study is sparse.

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Employee Engagement and Positive Psychological Capital

Cited by 49 publications

References 1 publication

Employee Engagement: A Literature Review

Employee Engagement: A Literature Review

The effect of psychological capital on work engagement with mediating role of work -family conflict among nurses

Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement

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