Book Chapter•
Chapter 69: The evolution of the employee engagement concept: communication implications
01 Jan 2015-
TL;DR: The Sage Benchmarks in Communication series as mentioned in this paper captures definitions, key developments and future of the field through a carefully-selected collection of seminal papers on the topic of strategic communication, as well as a discussion of the current state of the art in the field.
Abstract: This Strategic Communication. Four-Volume set (part of the Sage Benchmarks in Communication series) captures the definitions, key developments and future of the field through a carefully-selected collection of seminal papers on the topic.
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4,201 citations
TL;DR: In this paper, the authors identify the key determinants of employee engagement and their predictability of the concept, and study the impact of engagement on employee performance, and find that all the identified factors were predictors of engagement, however, the variables that had major impact were working environment and team and co-worker relationship.
Abstract: Purpose – The purpose of this paper is to identify the key determinants of employee engagement and their predictability of the concept. It also studies the impact of employee engagement on employee performance. Design/methodology/approach – Causal study was done to study the impact of relationships. A survey questionnaire was developed and validated using a pilot data (a=0.975). Simple random sampling was used to select the employees from middle and lower managerial levels from small-scale organisations. A total of 700 questionnaires were distributed and 383 valid responses collected. Regression and structural equation modelling were used to predict and estimate the relationships. Findings – It was found that all the identified factors were predictors of employee engagement (r2, 0.672), however, the variables that had major impact were working environment and team and co-worker relationship. Employee engagement had significant impact on employee performance (r2, 0.597). Practical implications – Special fo...
852 citations
Cites background from "Chapter 69: The evolution of the em..."
...Academicians became interested in the concept to a large extent only from 2006 (Welch, 2011) when a number of studies extended the concept of employee engagement to job engagement, work engagement, and organisation engagement....
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TL;DR: The authors posit a conceptualization of engagement as: engagement is part of dialogue and through engagement, organizations and publics can make decisions that create social capital; engagement is both an orientation that influences interactions and the approach that guides the process of interactions among groups.
Abstract: The principle of engagement underlies much of the relational and organization–public communication research. Unfortunately, the principle of engagement suffers from a lack of clarity in the public relations literature. Use of the term engagement varies widely. This article clarifies the principle of engagement by positioning it within dialogue theory. We posit a conceptualization of engagement as: Engagement is part of dialogue and through engagement, organizations and publics can make decisions that create social capital. Engagement is both an orientation that influences interactions and the approach that guides the process of interactions among groups.
462 citations
Cites background from "Chapter 69: The evolution of the em..."
...Welch (2011) explicated the different conceptualizations of employee engagement....
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TL;DR: In this paper, the authors explored the concept of employee engagement and also analyzed three divers, namely communication, work life balance and leadership, and analyzed how these drivers impact the level of employee performance and well-being at workplace.
256 citations
TL;DR: In this article, a conceptual model is proposed to encourage focus on employee communication needs in terms of content as well as channel, and a review of academic and consultancy studies found over reliance on measuring satisfaction with the communication process.
252 citations
References
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TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.
9,212 citations
"Chapter 69: The evolution of the em..." refers background in this paper
...Organisational commitment is characterised as a state rather than an attitude, defined as: “a psychological state that (a) characterizes the employee's relationship with the organization, and (b) has implications for the decision to continue or discontinue membership in the organization” ( Meyer and Allen, 1991, p. 67...
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TL;DR: This article found that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their performance and their wellbeing.
Abstract: This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...
7,647 citations
TL;DR: In this article, the authors examined the factorial structure of a new instrument to measure engagement, the hypothesized 'opposite' of burnout in a sample of university students (N=314) and employees (N = 619).
Abstract: This study examines the factorial structure of a new instrument to measure engagement, the hypothesized `opposite' of burnout in a sample of university students (N=314) and employees (N=619). In addition, the factorial structure of the Maslach-Burnout Inventory-General Survey (MBI-GS) is assessed and the relationship between engagement and burnout is examined. Simultaneous confirmatory factor analyses in both samples confirmed the original three-factor structure of the MBI-GS (exhaustion, cynicism, and professional efficacy) as well as the hypothesized three-factor structure of engagement (vigor, dedication, and absorption). Contrary to expectations, a model with two higher-order factors – ‘burnout’ and ‘engagement’ – did not show a superior fit to the data. Instead, our analyses revealed an alternative model with two latent factors including: (1) exhaustion and cynicism (‘core of burnout’); (2) all three engagement scales plus efficacy. Both latent factors are negatively related and share between 22% and 38% of their variances in both samples. Despite the fact that slightly different versions of the MBI-GS and the engagement questionnaire had to be used in both samples the results were remarkably similar across samples, which illustrates the robustness of our findings.
7,491 citations
"Chapter 69: The evolution of the em..." refers background in this paper
...) associated with dedication, absorption and vigour ( Schaufeli et al. , 2002...
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TL;DR: In this paper, a model is tested in which burnout and engagement have different predictors and different possible consequences, showing that burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources.
Abstract: This study focuses on burnout and its positive antipode—engagement. A model is tested in which burnout and engagement have different predictors and different possible consequences. Structural equation modeling was used to simultaneously analyze data from four independent occupational samples (total N = 1698). Results confirm the hypothesized model indicating that: (1) burnout and engagement are negatively related, sharing between 10 per cent and 25 per cent of their variances; (2) burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources; (3) burnout is related to health problems as well as to turnover intention, whereas engagement is related only to the latter; (4) burnout mediates the relationship between job demands and health problems, whereas engagement mediates the relationship between job resources and turnover intention. The fact that burnout and engagement exhibit different patterns of possible causes and consequences implies that different intervention strategies should be used when burnout is to be reduced or engagement is to be enhanced. Copyright © 2004 John Wiley & Sons, Ltd.
7,068 citations
"Chapter 69: The evolution of the em..." refers background in this paper
...definition of engagement remained influential in this period, another influential definition originated from Schaufeli and Bakker (2004)...
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TL;DR: In this paper, the antecedents and consequences of job and organization engagement based on social exchange theory were studied. But, the authors did not consider the relationship between job and organizational engagement.
Abstract: Purpose – Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory.Design/methodology/approach – A survey was completed by 102 employees working in a variety of jobs and organizations. The average age was 34 and 60 percent were female. Participants had been in their current job for an average of four years, in their organization an average of five years, and had on average 12 years of work experience. The survey included measures of job and organization engagement as well as the antecedents and consequences of engagement.Findings – Results indicate that there is a meaningful difference between job and organization engagements and that perceived organi...
4,239 citations
"Chapter 69: The evolution of the em..." refers background in this paper
...In the forefront of the third wave of employee engagement work, Saks (2006)...
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