Men and Women of the Corporation

Theory in Practice: Increasing Professional Effectiveness

The clinical significance of loneliness: a literature review.

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.

Burnout and Work Engagement: The JD–R Approach

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.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Work-based learning is an active learning approach to management education that incorporates a variety of different pedagogical practices. The integration and application of these different practices are an effective means of building essential managerial and leadership skills. While hospitality management programs have long taken an active approach to education, this paper presents a comprehensive conceptual foundation for active learning that can be applied in hospitality courses and numerous other management courses. Specifically, this paper presents the application of a work-based learning approach to pedagogy in two undergraduate business courses – Organizational Behavior and Management Skills. Examples of learnings from student papers, and anonymous survey data, provide evidence that engaging in work-based learning helped students learn the subject matter in their respective courses. The present paper expands on earlier work on applied learning by synthesizing disparate pedagogical methods,...

A Hospitality Management Education Model: Recommendations for the effective use of work-based learning in undergraduate management courses

Being psychologically present when speaking up: employee voice engagement

Employee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.,This paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.,Most studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.,The results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.,This paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.

Organization engagement: a review and comparison to job engagement

Applying Social Psychology to Organizations

In 1991, Cox and Blake put forth six advantages from which diverse organizations should benefit. They based these advantages, in part, on organizational practices that were current at the time. In the present paper, we re-visit these advantages and discuss current research as well as organizational ‘best practices’ with regard to diversity. Through an examination of award winning diversity practices we discuss recommendations for the future of research and practice.

Jamie A. Gruman

Papers

A Hospitality Management Education Model: Recommendations for the effective use of work-based learning in undergraduate management courses

Being psychologically present when speaking up: employee voice engagement

Organization engagement: a review and comparison to job engagement

Applying Social Psychology to Organizations

Diversity management practices: Comparing Cox and Blakes recommendations to current research and practice