Investigating work engagement in the service environment

Barnes, Donald C.; Collier, Joel E.

doi:10.1108/jsm-01-2012-0021

Cited by 97 publications

(95 citation statements)

References 88 publications

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“…Of these studies, 10 focused on a specific sector such as services, 104,163,216 research and development, 165 hospitality 6,117,132,185,221 and retail. 222 The other studies (17 out of 36) selected their sample from a specific organisation or occupation.…”

Section: Sample Considerationsmentioning

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: Sample Considerationsmentioning

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

show abstract

“…Work engagement is potential to be enhanced through satisfied employees (Abraham, 2012a(Abraham, , 2012b. This assumption implies that job satisfaction is an antecedent of work Engagement (Alarcon and Lyons, 2011, Barnes and Collier, 2013,Brunetto, et al 2012, andSchaufeliand Bakker, 2004. Yalabik, et al (2013), believe that job satisfaction is an antecedent of work engagement.…”

Section: Discussionmentioning

confidence: 99%

Improving Work Engagement of Gas Station Operator With the Role of Job Resource, Job Demand, and Job Satisfaction

Syailendra

Soetjipto

2017

JAM

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Abstract:Gas station operator is the spearheading of organizations that deal directly with the public because the operator must have work engagement in order to carry out the work in accordance with the company's expectations. The purpose of this study is to determine the effect of job demand, job resources, and job satisfaction at gas station operator to work engagement. The study involved 200 operators at a gas station in Jakarta with a quantitative method. The result is job demand positive and significant impact on job satisfaction, job satisfaction positive and significant impact on the work engagement, job resource influential slight positive but not significant to work engagement, job demand positive effect but not significant to work engagement, and job resource negative and not significant effect on job satisfaction. The study found the results that the effect of job demand in gas station operator is in contrast with previous studies and the effect of job resource is also different in previous studies because of differences in the job demand and level of job satisfaction.

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“…Despite these differences a number of instruments measuring engagement are available (Attridge, 2009;Bakker, Schaufeli, Leiter & Taris, 2008;Barnes & Collier, 2013;Christian et al, 2011;Jeung, 2011;Masson et al, 2008;Simpson, 2009;Van Rooy et al, 2011), whether provided by academics (May et al, 2004;Schaufeli et al, 2002) Saks 2006 andHarter et al, 2002) are used by practitioners and focus on the organisational level. According to Attridge (2009), most of these instruments measure engagement at the individual level.…”

Section: Introductionmentioning

confidence: 99%

“…This intensified attention stems from the role employee engagement plays in sustaining competitive advantage, which could lead to improved business results and successful organisational performance (Attridge, 2009;Barnes & Collier, 2013;Fearon, McLaughlin & Morris, 2013;Gruman & Saks, 2011;Jeung, 2011;Klassen, Aldhafri, Mansfield, Purwanto, Siu, Wong & Woods-McConney, 2012;Lewis, 2011;Lockwood, 2007;Mills, Culbertson & Fullagar, 2012;Sustainable employee engagement, 2013;Van Rooy, Whitman, Hart & Caleo, 2011). Engagement, which is a complex concept (Lockwood, 2007), has been described as "slippery" (Schaufeli & Salanova, 2011) and different reasons are advanced for the elusiveness of the concept.…”

Section: Introductionmentioning

confidence: 99%