The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD

Abstract

practice that is focused on employee interests rather than largely on organizational interests.

Causes, Contingencies, and Consequences of Disengagement at Work: An Integrative Literature Review

“…Conversely, Abbas, Murad, Yazdani, and Asghar (2014) extend Kahn’s model with reference to existential attributes bringing out the emotional and human dilemmas of human resource (HR) managers working in public and private sector organizations. Valentin (2014) employs a critical human resource development (HRD) lens to deconstruct engagement highlighting the mismatch between Fordist work practices and employee engagement. Like Shuck et al (2011) and Abbas et al (2014), Valentin (2014) also focuses on the employee perspective.…”

“…For instance, Wollard (2011) gives voice to the “quiet desperation” of a vast majority of workforce and calls for a systematic examination of causes, symptoms, and effects of disengagement. Similarly, Valentin (2014) deconstructs the critical perspective on employee engagement and highlights the need for exploring disengagement within its organizational and professional context. This article, therefore, responds to such calls for better understanding of disengagement at work.…”

Effective Strategies Small Retail Leaders Use to Engage Employees

“…The disengagement plight of employees reduces creativity and participation in the workplace and hinders innovation (Martinez, 2015). The cause of disengagement is imperative to supervisors because disengagement can lend itself to employees justifying unfair working conditions or high demands (Valentin, 2014). Disengagement is a critical element for supervisors to acknowledge and strategically work to achieve a sustainable organization (Kim et al, 2016).…”

Meta-engagement: an examination of employee engagement antecedant variable interactions and the impact on engagement outcomes.

“…Recent HRD research has continued to focus on theory development, organizational policies, and the organizations engagement culture. Valentin (2014) suggested government and consulting firms claim that employee engagement-inducing programs give organizations a competitive advantage, which drove organizational engagement efforts. This resulted in organizational pressures to meet unrealistic organization expectations that engagement would deliver desired organizational outcomes (Valentin, 2014).…”

“…Valentin (2014) suggested government and consulting firms claim that employee engagement-inducing programs give organizations a competitive advantage, which drove organizational engagement efforts. This resulted in organizational pressures to meet unrealistic organization expectations that engagement would deliver desired organizational outcomes (Valentin, 2014). Instead, Valentin suggested that, rather than creating a hyper engagement driven environment, HRD policies are needed along with procedures that allow for issues that create a better work environment.…”