Schedule control, supervisor support and work engagement: A winning combination for workers in hourly jobs?

Swanberg, Jennifer E.; McKechnie, Sharon P.; Ojha, Mamta U.; James, Jacquelyn Boone

doi:10.1016/j.jvb.2011.04.012

Cited by 137 publications

(140 citation statements)

References 53 publications

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“…We included one measure under this heading, although, as discussed above, we excluded a number of measures for quality reasons. Swanberg et al 76 adopted the Utrecht definition of engagement but operationalised this through measures of cognitive and emotional engagement as well as behavioural engagement (see Table 12), thereby extending the notion of engagement beyond the strict boundaries of the construct proposed by the Utrecht Group. This measure demonstrated appropriate psychometric properties and therefore two papers using the measure were included.…”

Section: Engagement As a Composite Attitudinal And Behavioural Constructmentioning

confidence: 99%

“…Most particularly, we excluded articles that drew on the Gallup Q12 measure of engagement, because of concerns raised within the literature that this measure lacks construct and discriminant validity. 18,82 However, one measure met the inclusion criteria, that of Swanberg et al, 76 and two papers used this perspective. Engagement as practice l Engagement as practice: scholars within the HRM field have recently begun to focus on engagement, and there is a small emergent literature on engagement as an employment relations practice.…”

Section: Engagement As Compositementioning

confidence: 99%

“…Overall, nine validated, quantitative scales used in empirical papers designed to measure engagement levels met the standards of quality and relevance and were included in the extraction process, 4,22,67,68,[70][71][72][73]76,190 along with other perspectives that adopted a more qualitative/ethnographic approach.…”

Section: Engagement As Compositementioning

confidence: 99%

“…and Swanberg et al 76 found a positive association between job control and engagement. Shantz et al 223 found a positive link between features of job design and engagement.…”

mentioning

confidence: 91%

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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: Engagement As a Composite Attitudinal And Behavioural Constructmentioning

confidence: 99%

Section: Engagement As Compositementioning

confidence: 99%

Section: Engagement As Compositementioning

confidence: 99%

“…and Swanberg et al 76 found a positive association between job control and engagement. Shantz et al 223 found a positive link between features of job design and engagement.…”

mentioning

confidence: 91%

See 2 more Smart Citations

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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show abstract

“…Last minute schedule changes for planned events was measured with the following: "It is difficult to change my schedule when I have planned family/personal business to attend to" and last minute schedule changes unexpected matters was measured with the following: "When an unexpected personal/family matter arises, I have the ability to modify my schedule." [37] Both questions were rated on a 4-point Likert Scale (1 = Strongly Disagree to 4 = Strongly Agree) and were recoded into dichotomous variables, such that 1 = Difficulty changing schedule and 0 = Does not have difficulty changing schedule.…”

Section: Measures 321 Scheduling Challengesmentioning

confidence: 99%

Working on the frontlines in U. S. hospitals: Scheduling challenges and turnover intent among housekeepers and dietary service workers

Nichols

Perry‐Jenkins

2016

JHA

Self Cite

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The changing nature of U.S. health care has created challenges for hospitals, including managing high rates of turnover among frontline support workers. Few studies have examined the effect of work schedules on turnover among frontline hospital support workers. This cross-sectional study (N = 270) examined scheduling challenges prevalence among hospital housekeeping and dietary workers and their relationship to turnover intent. Both worker groups experienced schedule unpredictability but dietary workers reported greater schedule instability than housekeeping workers. Schedule rigidity was reported by all workers, although housekeepers had more difficulty in changing work schedules. All three scheduling challenges were significant predictors of intent to leave.

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New Scheduling Models for the Workforce

Williams¹,

Lambert²,

Pitt‐Catsouphes³

et al. 2013

Workforce Asset Management Book of Knowledge

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Schedule control, supervisor support and work engagement: A winning combination for workers in hourly jobs?

Cited by 137 publications

References 53 publications

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Working on the frontlines in U. S. hospitals: Scheduling challenges and turnover intent among housekeepers and dietary service workers

New Scheduling Models for the Workforce

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