Harmonizing Modern Day Employee Engagement with the Sociological Theory of Symbolic Interactionism

Abstract

Employee Engagement (EE) spans over 30 years discourse within the practitioner and scientific domain, and have become a strategic imperative within organizations. However, due to the tumultuous history of inconsistencies in conceptualization, poor validation, and various discrepancies among scholars and practitioners, the construct has attracted interest across disciplines and industry. Accordingly, the claims of its positive impact on bottom line and other organizational outcome have become the catalyst for further research. Owing to that, this paper highlights past and present findings on EE. Drawing on previous studies, we highlight the cons of the construct and propose a multifoci approach that extends the positive psychology perspective. We reference the earlier works of Kahn, and the influence sociology played in the conceptualization of Kahn's theory of the employee's preferred self. We conclude and recommend the Interactionist view as a theoretical framework within the field of industrial sociology to support our arguments.

Can Corporate Sustainability Influence Employee Engagement?

“…In fact, it has been found that due to the dynamic nature of EE, drivers of EE are constantly changing. Therefore what will engage an employee may change tomorrow (Simon & Zhou, 2017). Accordingly, this has led some researchers to conceptualize EE as a multi-dimensional construct (Crawford, 2014;Saks, 2006).…”

“…In fact, the number of studies on the drivers and outcome of EE are many (Macey & Schneider, 2008;Saks, 2006;Wollard & Shuck, 2011). However, the changing pace of the global workforce, and its subsequent impact of human behaviour have influenced the shifting of the metaphoric goal post of employee engagement, and employee engagement may fluctuate (Bakker, 2014), as EE is not consistent and the influencers means different things to different people (Simon & Zhou, 2017) . Nonetheless, corporate sustainability may provide another level of explanation on the other factors influencing EE which may contribute significantly to the broader knowledge on the concept as well as to an organization's competitive advantage.…”

An Empirical Analysis of Predictor Influence Mechanisms of HRM Practices and Corporate Sustainability on Employee Engagement: A mediation Analysis

“…Research findings and the various gaps in the employee engagement (EE) literature makes it both an enigmatic and interesting concept for further study. Employee Engagement by virtue of its dynamic nature means different things to different interest groups (Simon & Zhou, 2017). Owing to the positive characteristics of EE such as vigor, dedication and absorption (Schaufeli et al, 2002), EE has been strategized by many business leaders as a business imperative for sustaining competitive advantage (Shuck, Reio & Rocco, 2011).…”

“…Owing to the positive characteristics of EE such as vigor, dedication and absorption (Schaufeli et al, 2002), EE has been strategized by many business leaders as a business imperative for sustaining competitive advantage (Shuck, Reio & Rocco, 2011). Consistent with these overt manifestations of EE, organizations have recognized that EE can only come from an employee"s discretionary effort (Schaufeli, 2014;Simon & Zhou, 2017). Therefore, HRM strategies that support HRM practices that are believed to be drivers of EE are implemented to create an environment which will inspire and facilitate the desire for employees to become engaged.…”

“…Antecedents of EE are dynamic and vary across various domains, disciplines and culture. In fact, due to the dynamic nature of human behaviour, antecedents of EE are not consistent and may change based on context or situation (Simon & Zhou, 2017). Consequently, it is the aim of HRM to consistently understand the multi-faceted aspects of organizational variables such as climate, and how it impacts an employee"s behaviour.…”