Human Resource Development Practices and Employee Engagement: Examining the Connection With Employee Turnover Intentions

Shuck, Brad; Twyford, Devon; Reio, Thomas G.; Shuck, Angie L.

doi:10.1002/hrdq.21190

Cited by 219 publications

(293 citation statements)

References 76 publications

(129 reference statements)

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“…Using a multi-measure approach would allow for the disentanglement of measures from theoretical structures and labels and provide the ability to identify potentially depressed latent nuances, should such wrinkle sexist. This supposition was in line with current theory (Shuck et al, 2014b).…”

Section: Methodssupporting

confidence: 88%

Psychological needs, engagement, and work intentions

Shuck

Zigarmi

Owen

2015

European Journal of Training and Development

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Purpose – The purpose of this study was to empirically examine the utility of self-determination theory (SDT) within the engagement–performance linkage. Design/methodology/approach – Bayesian multi-measurement mediation modeling was used to estimate the relation between SDT, engagement and a proxy measure of performance (e.g. work intentions) (N = 1,586). To best capture the phenomenon of engagement, two measures of engagement (i.e. the Utrecht Work Engagement Scale-9 [UWES-9] and the Job Engagement Scale [JES]) and one measure of harmonious and obsessive passion (HOPS) were utilized. The HOPS was split into separate scales (harmonious and obsessive passion). SDT was operationalized through the Basic Psychological Needs at Work Scale (BPNS). Performance was operationalized through a latent proxy of work intentions. Findings – Results demonstrated that the association between SDT and engagement were positive. Indirect effects between SDT and work intentions were significant for only two of the four measures of engagement (i.e. the UWES and Harmonious Passion). Hypotheses were partially supported. Practical implications – SDT operated as an appropriate framework for capturing the underlying psychological structures of engagement for each of the four measures. In some cases, engagement did not mediate the relation between SDT and performance as expected, highlighting the contextual nature of engagement in both application and measurement. Originality/value – This is one of the first studies to explicitly link a broad well-established psychological theory to engagement. This connection allows researchers to explain the latent processes of engagement that underpin the observed relationships of engagement in practice. Moreover, this is one of only a handful of studies that has used a multi-measurement approach in exploring the engagement–performance linkage and one of the only studies to use Bayesian methodology.

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Section: Methodssupporting

confidence: 88%

Psychological needs, engagement, and work intentions

Shuck

Zigarmi

Owen

2015

European Journal of Training and Development

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“…First, in line with earlier research showing internal consistency reliability of the JES ranged from 0.88 to 0.96 (e.g., Alfes et al, 2012;Basit & Arshad, 2016;Byrne et al, 2016;Chen et al, 2014;He et al, 2013;Rich et al, 2010;Shuck et al, 2014), the JES in the present study showed excellent internal consistency reliabilities well above the cutoff criteria of 0.70 (Nunnally & Bernstein, 1994) for both Pakistan (α = 0.97) and Malaysia (α = 0.95).…”

Section: Discussionsupporting

confidence: 75%

“…Earlier studies utilizing the JES on Western samples have shown good psychometric properties of this scale and supported its three-factor structure (e.g., Alfes, Shantz, Truss, & Soane, 2012;Basit & Arshad, 2016;Byrne, Peters, & Weston, 2016;Chen, Yen, & Tsai, 2014;He, Zhu, & Zheng, 2014;Rich et al, 2010;Shuck, Twyford, Reio, & Shuck, 2014). However, application of the JES in Asia is relatively limited.…”

Section: Introductionmentioning

confidence: 99%

Psychometric Properties of the Job Engagement Scale: A Cross-Country Analysis

Basit

Chauhan

2017

J.manag.res

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“…Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).…”

Section: Introductionmentioning

confidence: 99%

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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There is an increasing need to understand the psychological processes that link personal development with employee engagement, particularly the boundary conditions at which these occur. The current study sought to meet this need by testing whether perceived opportunities for development are positively associated with job engagement indirectly through the experience of meaningfulness, and whether this indirect relationship is conditional on the level of perceived line manager relations. Questionnaire data was collected from 152 UK workers from a range of occupations and organizations. The results found support for all the hypotheses. In particular, the positive effects of perceived opportunities for development on job engagement (measured one month later) via meaningfulness was only significant for those who perceived that they had a good relationship with their line manager. Thus, there is a need for line managers to develop high quality relationships with their direct reports in order for development practices to translate into positive psychological outcomes. Engagement theory could be advanced by further understanding broaden-and-build and social exchange processes. IntroductionProviding opportunities for personal development is a crucial practice within a human resource management (HRM) system because such opportunities develop human capital resources within the organization, which enable sustained competitive advantage (Lee & Bruvold, 2003). Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).In doing so, personal development connects the individual with their work context because "they provide pathways for employee growth and fulfillment" (Crawford, Rich, Buckman, & Bergeron, 2014, p.61). Over recent years initiatives to improve employee engagement have become widespread because of their potential to leverage organizational success through harnessing the motivation and spirit of its employees (Saks & Gruman, 2014). As HRM practitioners are often responsible for leading organizational change initiatives that seek to improve employee engagement through human resource (HR) practices (Arrowsmith & Parker, 2013;Reissner & Pagan, 2013), and given that a recent evidence synthesis shows that employee perceptions of development are associated with engagement (Bailey, Madden, Alfes, & Fletcher, 2015), it may be particularly useful for HRM researchers to examine the psychological processes that underpin the relationship between personal development and engagement in more depth. Currently, there is a lack of understanding of how personal development leads to engagement, and in what circumstances this process occurs. This is important to address because it provides practical recommendations on how development practices can be best desi...

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Human Resource Development Practices and Employee Engagement: Examining the Connection With Employee Turnover Intentions

Cited by 219 publications

References 76 publications

Psychological needs, engagement, and work intentions

Psychological needs, engagement, and work intentions

Psychometric Properties of the Job Engagement Scale: A Cross-Country Analysis

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

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