Author
Jamie A. Gruman
Other affiliations: University of Toronto, College of Management and Economics, University of Windsor
Bio: Jamie A. Gruman is an academic researcher from University of Guelph. The author has contributed to research in topics: Human resource management & Socialization. The author has an hindex of 19, co-authored 44 publications receiving 2563 citations. Previous affiliations of Jamie A. Gruman include University of Toronto & College of Management and Economics.
Papers
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TL;DR: In this article, the authors describe a new approach to the performance management process that includes employee engagement and the key drivers of employee engagement at each stage, and suggest a new perspective for thinking about how to foster and manage employee engagement to achieve high levels of job performance.
759 citations
TL;DR: In this article, the authors present a theory of employee engagement that reconciles and integrates Kahn's (1990) theory of engagement and the Job Demands-Resources (JD-R) model.
Abstract: Employee engagement has become one of the most popular topics in management. In less than 10 years, there have been dozens of studies published on employee engagement as well as several meta-analyses. However, there continue to be concerns about the meaning, measurement, and theory of employee engagement. In this article, we review these concerns as well as research in an attempt to determine what we have learned about employee engagement. We then offer a theory of employee engagement that reconciles and integrates Kahn's (1990) theory of engagement and the Job Demands–Resources (JD-R) model (Bakker & Demerouti, 2007). We conclude that there continues to be a lack of consensus on the meaning of employee engagement as well as concerns about the validity of the most popular measure of employee engagement. Furthermore, it is difficult to make causal conclusions about the antecedents and consequences of employee engagement due to a number of research limitations. Thus, there remain many unanswered questions and much more to do if we are to develop a science and theory of employee engagement.
483 citations
09 Mar 2015
TL;DR: In this paper, the authors argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
Abstract: Purpose – The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage Design/methodology/approach – This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures Findings – The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socializatio
465 citations
TL;DR: In this paper, the authors examined the relationship between organizational socialization tactics, newcomers' selfefficacy, proactive behaviors, and socialization outcomes, and found that newcomers who engaged in less feedback-seeking and information-seeking behavior were more strongly related to socialization outcome.
306 citations
TL;DR: In this article, the authors examined the relationship between socialization tactics and newcomer engagement and the mediating role of person-job and person-organization fit perceptions, emotions, and self-efficacy.
Abstract: Purpose – The purpose of this study is to examine the relationship between socialization tactics and newcomer engagement and the mediating role of person‐job (PJ) and person‐organization (PO) fit perceptions, emotions, and self‐efficacy.Design/methodology/approach – A survey was completed by 140 co‐op university students at the end of their work term.Findings – Institutionalized socialization tactics were positively related to PJ and PO fit perceptions, emotions and self‐efficacy, but not newcomer engagement. Socialization tactics were indirectly related to newcomer engagement through PJ fit perceptions, emotions, and self‐efficacy.Research limitations/implications – Socialization tactics might be too broad and general to predict newcomer engagement. Future research should measure more specific socialization practices and job resources.Practical implications – Organizations that want to engage new hires should use social socialization tactics to create positive emotions, develop higher PJ fit perceptions,...
111 citations
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3,053 citations
2,371 citations
TL;DR: This review focuses on loneliness as a crucial marker of social relationship deficits and contends that loneliness should command clinicians' attention in its own right--not just as an adjunct to the treatment of other problems such as depression.
1,402 citations
TL;DR: In this paper, the authors discuss the main definitions and conceptualizations of burnout and work engagement used in the literature, and review the most important antecedents of work engagement by examining situational and individual predictors.
Abstract: Whereas burnout refers to a state of exhaustion and cynicism toward work, engagement is defined as a positive motivational state of vigor, dedication, and absorption. In this article, we discuss the main definitions and conceptualizations of both concepts used in the literature. In addition, we review the most important antecedents of burnout and work engagement by examining situational and individual predictors. We also review the possible consequences of burnout and engagement and integrate the research findings using job demands– resources theory. Although both burnout and work engagement are related to important job-related outcomes, burnout seems to be more strongly related to health outcomes, whereas work engagement is morestronglyrelatedtomotivationaloutcomes. Wediscussdaily and momentary fluctuations in burnout and work engagement as possibilities for future research.
1,344 citations
Posted Content•
TL;DR: This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework.
Abstract: This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.
1,117 citations