Employee Engagement Through Effective Performance Management

Mone, Edward M.; London, Manuel

doi:10.4324/9781315626529

Cited by 158 publications

(195 citation statements)

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“…It seems that, despite its dispositional nature, neuroticism can indeed be reduced, particularly by means of rational-emotive training programs (Jorm, 1989). Finally, supervisors could not only encourage less emotionally stable employees to participate in such training programs but they also could to take into account their impaired stress-resistance, for instance when allocating work tasks, providing feedback, and setting performance goals (Mone & London, 2010). …”

Section: Practical Implicationsmentioning

confidence: 99%

Heavy work investment, personality and organizational climate

Schaufeli

2016

Journal of Managerial Psychology

106

110

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Purpose – The purpose of this paper is to assess the relative importance of personality and organizational climate for two forms of heavy work investment; workaholism, a “bad” and work engagement, which represents a “good” kind of heavy work investment. More specifically, it is hypothesized that workaholism is positively related to neuroticism (H1) and that work engagement is negatively related to neuroticism and positively to the remaining Big Five personality traits (H2). In addition it is hypothesized that workaholism is positively related to an overwork climate (H3), whereas work engagement is positively related to an employee growth climate (H4). Design/methodology/approach – An online survey was conducted among a sample of the Dutch workforce (n=1,973) and the research model was tested using structural equation modeling. Findings – It appeared that, in accordance to H1 and H2, particularly neuroticism is related to workaholism, while all personality traits are related to work engagement (predominantly openness to experience and neuroticism). Moreover, and also in accordance with the hypotheses, workaholism is exclusively related to an overwork climate (and not to a growth climate), whereas work engagement is exclusively related to an employee growth climate (and not to an overwork climate). Originality/value – For the first time the simultaneous impact of personality and organizational climate on two different forms of heavy work investment is investigated. Since no interaction effects have been observed it means that of personality and organizational climate have an independent but also specific impact on both forms of heavy work investment.

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Section: Practical Implicationsmentioning

confidence: 99%

Heavy work investment, personality and organizational climate

Schaufeli

2016

Journal of Managerial Psychology

106

110

View full text Add to dashboard Cite

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“…Several scholars suggest that performance management is an important determinant of employee engagement and inherent professional pride (Albrecht et al, 2015;Gruman & Saks, 2011;Mone & London, 2010). According to Lavigna (2013), to be fully engaged, public servants need to understand what their roles, responsibilities, and expectations are; receive consistent feedback on their performance; and be encouraged and supported as they strive to develop their capabilities.…”

Section: Hpwps Taxonomymentioning

confidence: 99%

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

Borst

Lako

2017

International Journal of Public Administration

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A proud public servant is defined as someone who works honorably, conscientiously, and with dedication. Although professional pride has several positive effects on the performances of public servants, it is not instantly apparent which instruments help to stimulate pride. This study combines the Job Demands-Resources model and the High Performance Work Practices taxonomy to analyze the determinants of pride. The analysis of a large dataset of Dutch public servants shows that their professional pride can barely be influenced by High-Performance Work Practices but is in particular determined by the work environment and personal experiences related to the work.

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“…Algunos estudios señalan que es posible incrementar el Engagement fomentando la inversión de recursos mediante las prácticas saludables implementadas por la organización (Salanova & Schaufeli, 2009), principalmente las prácticas de la salud psicosocial, conciliación familia-trabajo, prevención del mobbing (Acosta, Torrente, Llorens, & Salanova, 2013), desarrollo de habilidades, desarrollo de carrera, equidad (Gruman & Saks, 2011), comunicación e información organizacional (Mone & London, 2009), promoción (Arango, 2015) y responsabilidad social empresarial (Lin, 2010).…”

Section: Introductionunclassified

Clima Organizacional como antecedente del Engagement en una muestra de empresas colombianas. Modelo de Ecuaciones Estructurales

Ospina¹,

Meneghel²

2017

Rev. Interam. Psicol. Ocup.

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ResumenEn este estudio se presenta un modelo de ecuaciones estructurales cuyo objetivo fue identificar la capacidad de predicción de las variables estratégicas del Clima Organizacional (Apoyo del Jefe, Claridad Organizacional, Trato Interpersonal y Disponibilidad de recursos) sobre el Engagement en una muestra de 6,301 encuestados de 13 empresas colombianas, datos recolectados entre 2014 y 2015. Los resultados de los análisis estadísticos mostraron un ajuste adecuado del modelo, todos los efectos valorados fueron significativos. Se destaca que la Claridad Organizacional predice en mayor medida el Engagement, en comparación con las demás variables independientes del modelo. Estos hallazgos sugieren la importancia de implementar prácticas de Gestión Humana efectivas que mejoren la claridad de las personas sobre su rol y el funcionamiento de la empresa, las cuales están relacionadas con los procesos de comunicación internos. Esto podría favorecer el vínculo afectivo, positivo y saludable de los trabajadores con sus actividades y su contribución a la organización. Palabras clave: Clima Organizacional, Engagement, Ecuaciones Estructurales. Organizational Climate as antecedent of Work Engagement in a sample of Colombian companiesAbstract This study shows a structural equation model with the purpose of identifying the level of prediction of the strategic variables of Organizational Climate (Supervisor Support, Organizational Clarity, Interpersonal Relationships and Availability of Resources) on work Engagement in a sample of 6,301 respondents from 13 Colombian companies, collected between 2014 and 2015. The results of the statistical analysis showed a good fit to the model, all the measured effects were significant. It highlights that the Organizational Clarity predicts Work Engagement at a higher amount compared to the other independent variables of the model. These findings point out the relevance of implementing human management practices to improve the role understanding and its utility at the company, which are related to the internal communication processes. This could favor the healthy and positive affectional bond of the employees to their jobs and their contribution.

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Employee Engagement Through Effective Performance Management

Cited by 158 publications

References 0 publications

Heavy work investment, personality and organizational climate

Heavy work investment, personality and organizational climate

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

Clima Organizacional como antecedente del Engagement en una muestra de empresas colombianas. Modelo de Ecuaciones Estructurales

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