Kerstin Alfes

TL;DR: In this paper, the authors developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions, and found that the effect of perceived HRM practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcomes is moderated by perceived organisational support and leader-member exchange.

TL;DR: The claim that high levels of engagement can enhance organizational performance and individual well-being has not previously been tested through a systematic review of the evidence as discussed by the authors, and the authors conducted a systematic synthesis of narrative evidence involving 214 studies focused on the meaning, antecedents and outcomes of engagement.

TL;DR: In this paper, the authors developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions, and found that the effect of perceived HRM practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcomes is moderated by perceived organisational support and leader-member exchange.

TL;DR: In this paper, the authors examined the role played by line managers in the link between HRM practices and individual performance outcomes and found that perceived line manager behavior and perceived human resource management practices are linked with employee engagement.

TL;DR: In this article, the Intellectual, Social, Affective Engagement Scale (ISAEngagement Scale) is proposed to measure employee engagement in the context of human resource development, which has three requirements: a work-role focus, activation and positive affect.