The Engagement Process: Examining the Evidence from Diverse Perspectives

Abstract

In this paper we extend and elaborate an engagement process model, initially developed as an approach for improving the effectiveness of strategy implementation. Based on a qualitative analysis of an expansive set of studies, we find solid support for a three-component definition of engagement, add greater dimension and depth to the model's construct of social significance, and identify several factors associated with the development of an engaged workforce. We advance four propositions to guide future empirical research.

Influencing workforce engagement using ad hoc team huddles

“…In exchange for the employee becoming part of the engaged workforce, the organization offers the desired social and emotional as well as economic benefits (Haugen & Davis, 2009). Although all indications suggest that workforce engagement is a positive attribute for both the individual and the organization, some concerns have been raised that the extreme can actually be unhealthy.…”

“…Although all indications suggest that workforce engagement is a positive attribute for both the individual and the organization, some concerns have been raised that the extreme can actually be unhealthy. If not carefully managed, an emphasis on workforce engagement can be seen as a manipulation by the organization to exploit staff effort (Haugen & Davis, 2009). Overengagement can imply an overemphasis on being internally focused and lacking diversity and/or issues with work-life balance (McBain, 2007).…”

“…Emotional buy-in of a change initiative needs to precede conviction which precedes any behavioral change supporting the organizational change (Haugen & Davis, 2009).…”

“…Being change adaptable is requiring the learning organizations to shift the operational philosophy from solely focusing on transactional efficiency to also considering service-oriented transformational relationships (Asiedu, Anyigba, Ofori, Ampong, & Addae, 2020; Chen & Cuervo, 2022; Lee Whittington & Galpin, 2010) while becoming more dependent upon engaging the workforce (Haugen & Davis, 2009; Kossek, Lewis, & Hammer, 2010; Parkes & Langford, 2008). Dealing with transformation and change, in general, is still critical because it is through change and transformation that a learning organization has hopes to maintain its competitive edge (Asiedu et al, 2020; Bridges & Mitchell, 2000; Chen & Cuervo, 2022; Drucker, 2003; Hanaysha, 2016; Hansen, Jensen, & Nguyen, 2020; Hoon Song, Hun Lim, Gu Kang, & Kim, 2014; Pritchett & Pound, 2004; Weber & Weber, 2001).…”

Relación entre los aspectos del ambiente de trabajo desde la perspectiva de trabajo flexible

“…El tema de cultura organizacional, ambiente laboral y calidad de vida en el trabajo no se refieren únicamente a un aspecto teórico o conceptual, ni a una lista de factores o situaciones que se pueden alcanzar en el corto plazo dentro de una empresa, sino más bien son una filosofía de trabajo con la finalidad de organizar, dirigir e integrar de la mejor manera estrategias de recursos humanos (Carney, 2008), para enfocar los esfuerzos y poder generar un cambio en las organizaciones y tratar de mejorar los objetivos y los resultados del negocio (Fairholm & Card, 2009;Haugen & Davis, 2009;Patterson, West & Shackleton, 2005).…”