The differential value of resources in predicting employee engagement

Abstract

Purpose -The purpose of this paper is to apply and test a theory specifying which resources are most important for employee engagement. Specifically, this paper draws on resource theory to outline six resources (love, status, services, information, goods, money) provided by the organization that employees will exchange for engagement. Design/methodology/approach -The paper's main focus is theoretical, outlining how resource theory provides a more nuanced classification and understanding of the workplace antecedents of engagement. Specifically, engagement is proposed to represent love as a resource, since engagement represents the whole-hearted investment of oneself. Thus, employees will exchange engagement for employer resources that similarly denote individual warmth and caring. The resource classification is assessed using engagement data from IBM NZ (n ¼ 13,929). Findings -The theoretical analysis identifies eight workplace resources, five of which are proposed to be exchanged for engagement: mission, vision and values; opportunities for development; supportive leadership; job resources; and teamwork. Subsequent empirical analysis of IBM NZ data identified three similar constructs, with two being stronger predictors of employee engagement: learning and development; and vision and purpose. This provides some initial support for the application of resource theory to engagement. Practical implications -Resource theory enables the identification of specific resources that will more strongly facilitate engagement: those which demonstrate warmth and caring for the employee.

The Effect of Employee Desire and Employee Engagement on Organizational Performance: Evidence from ICT Sector in Kerala, India

“…The exogenous variables—warmth and caring for their employees (Cooper-Thomas et al, 2018); pay raise satisfaction (Williams et al, 2007); remuneration, job environment and job performance (Pang & Lu, 2018); challenging assignments (Rai, 2018); trust (Ohemeng et al, 2020), effective corporate communication (Makovsky, 1992; Cornelissen & Lock, 2001); human resources methods, comprising hiring, skill management and participative decision-making (Huselid et al, 1997)—make the people capable to perform, offering them the opportunity to perform, recognizing and respecting them with incentives and awards (Armstrong, 2009; Saari et al, 2018) are demonstrative of the factors of the construct ED, specifically, ‘recognition’, ‘exciting work’, ‘security’, ‘pay’, ‘education’ and ‘truth’. The confirmed positive correlations of these exogenous variables with the factors of EE and OP endorse the established effect of ED on EE and OP.…”

“…These elements are positively related to employee work engagement (Saari et al, 2018). The level of EE of organizations depends on workplace resources that illustrate warmth and caring for their employees (Cooper-Thomas et al, 2018). Literature gives clear indication that the factors of ED and the factors of EE are positively related.…”

Human Resource Development Climate and Employee Engagement in Developing Countries

“…This implies, the kind of HRDC existing results in employees' readiness to be dedicated, work with vigour and get absorbed in their work. This may be because training and development is a strong predictor of employee engagement (Cooper-Thomas, et al, 2018). When employees perceive the organisation attaches much importance to their training and development, it results in their readiness to give their all.…”

“…Thus, if employees perceive their managers as committed to their developmental needs and have learning opportunities it results in improved employee engagement (Schaufeli et al, 2009). Training and development is a strong predictor of employee engagement (Cooper-Thomas, et al, 2018) and so managers who embrace training and development practices and therefore help their employees acquire the relevant skills for their jobs are able to retain their employees because such employees perceive their managers to be interested in their wellbeing and improvement (Noe, Hollenbeck, Gerhart, & Wright, 2006). This perception translates into putting in extra effort and work with vigour.…”

Employee Engagement in Tourism: A Generational Study of European Countries

“…If the outcomes of employee engagement make the concept relevant for researchers and practitioners, no less important are the drivers of engagement. The most relevant factors leading to an increased engagement have been found mainly inside the organisation context, such as job resources and characteristics (Bakker, Hakanen, Demerouti & Xanthopoulou, 2007;Chung & Angeline, 2010;Cooper-Thomas, Xu & Saks, 2018), meaningful work (Fairlie, 2011), organisational support, rewards and recognition and justice (Ram & Prabhakar, 2011).This means that organizations have an important role to play when it comes to create the conditions to foster employee engagement.…”