Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Employee Engagement, Recent Trends and its Effect on Performance: A Theoretical Review


Affiliations
1 University Institute of Management, University of Kerala, Thiruvananthapuram, Kerala, India
2 TKM Institute of Management, Musaliar Hills, Karuvelil P.O., Kollam, Kerala, India
     

   Subscribe/Renew Journal


Employee engagement is a widely accepted concept. The association between employee engagement and performance is explored through this article. Employee engagement influences the employee performance and in turn affects the performance of the organization. It also has got inevitable role in determining different employee related and organisational related factors like job satisfaction, business results, brand name, shareholder value etc. Different organizations exhibit different levels of employee engagement and is influenced by different external and internal factors. From the externally driven cultural and social elements to internally driven features of an organisation like its policy, attitude towards employees and the individual's personality trait drives the engagement quotient of an employee. The study broadly reviewed the concept of employee engagement, linked it with different factors related to engagement, its recent trends and its effect on performance. The study also reviewing recent employee engagement trends in different part of the world.

Keywords

Employee Engagement, Performance, Economic Recession, Productivity, Employee Turnover, Job Satisfaction.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Baumruk, R. (2004) 'The missing link: the role of employee engagement in business success', Workspan, 47: pp48-52.
  • Baumruk, R., Gorman, B. Jr, Gorman, R. E., and Ingham, J. (2006), Why managers are crucial to increasing engagement, Strategic HR Review, 5 (2): pp 247.
  • Bowditch, J. and Buono, A. (2001) A Primer on Organisational Behaviour. 5th ed. New York, John Wiley.
  • Brim, B. (2002) 'The longer workers stay in their jobs, the more disheartened they become', Gallup Management Journal, March. Available at: www.gallupjournal.com/GM/Jarchive/issue5/2002315c.asp[Acce ssed 1st August 2007]
  • Britt, T. W., Adler, A. B., and Bartone, P. T. (2001). Deriving benefits from stressful events: the role of engagement in meaningful work and hardiness. Journal of Occupational Health Psychology, 6:pp 53-63.
  • Buchanan, D. and Huczynski, A. (2004) Organisational Behaviour. An introductory text, 5th ed. Harlow, FT/Prentice Hall.
  • Buchanan, L.(2004).The Things They Do For Love. Harvard Business Review. 82 (12):pp19-20.
  • Buckingham, M. (2001) 'What a waste', People Management, 11 October, pp36-39.
  • Corporate Leadership Council (2004). Driving Performance and Retention through employee engagement in,www.mckpeople.com.au/www.corporateleadeshipcouncil.com.
  • DDI (2005). Employee engagement: The key to realizing competitive advantage. DDI. Retrieved from http://www.opcuk.com, (downloads section), accessed during April 2011.
  • Ferguson, A. (2007) 'Employee engagement: Does it exist, and if so, how does it relate to Performance, other constructs and individual differences?' [online] Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 20th June 2007].
  • Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) 'The race for talent: retaining and engaging workers in the 21st century', Human Resource Planning, 27( 3): pp12-25.
  • Gilson, M. D. R., and Harter, L. (2004). The Psychological Conditions of Meaningfulness, Safety and Availability and the Engagement of the Human Employee Engagement - Research Snapshot, Spirit at Work. Journal of Occupational and Organizational Psychology, 77: pp 11-37.
  • Gonrig, M. P. (2008). Customer loyalty and Employee Engagement: An Alignment for Value. Journal of Business Strategy, 29: 29-40.
  • Goodard, R.G. (1999) 'In-time, out-time: A qualitative exploration of time use by managers in an organisation' Dissertation Abstracts International. University Microfilms International, USA. 60(6-A)
  • Harter, J. K, Schmidt, F. L., and Keyes, C. L. M., (2003). Wellbeing in the workplace and its relationship to business outcomes: A review of the Gallup studies. In C L M Keyes and J Haidt, Flourishing: Positive psychology and the life well lived.(pp 205-224), APA.
  • Harter, J.K., Schmidt, F.L. and Hayes, T.L. (2002) 'Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis', Journal of Applied Psychology, 87: pp268-79.
  • Hay Group (2001). Engage employees and boost performance. HayGroup. Retrieved from http://www.haygroup.com/downloads/us/Engaged_Performance_120401.pdf.
  • Hewitt Associates (2004). Employee engagement higher at double digit growth companies. Hewitt Associates. Retrieved fromwww.hewittassociates.com/Assets/DDGEngagement full.pdf
  • Holbeche, L., and Springett, N. (2003). In Search of Meaning in the Workplace. Horsham, Roffey Park
  • IRS (2004). It pays to talk: Gauging the employment relationship. IRS Employment Review, 811: pp 9-16.
  • ISR (2006). Engaged employees boost the bottom line. ISR Press Release. Retrieved from www.hr.com/.../engaged employees_help_boost_the_bottom_line_eng.html United States, accessed during April 2011.
  • Joo, B. K., and Mclean, G. N. (2006). Best employer studies: a conceptual model from a literature review and a case study, Human Resource Development Review,5 (2): pp 228-57.
  • Kahn, W.A. (1990) 'Psychological conditions of personal engagement and disengagement at work', Academy of Management Journal, 33: pp 692-724.
  • Lado, A. A., and Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: a competency based perspective, Academy of Management Review, 19 (4): pp 699-727.
  • Lawler, E and Worley, C.G. (2006) 'Winning support for organisational change: Designing employee reward systems that keep on working', Ivey Business Journal, March/April.
  • Lockwood, N. R. (2006). Talent management: driver for organizational success HR content Program. SHRM Research Quarterly. Retrieved from:www.shrm.org/research/quarterly/2006/0606RQuart.asp, accessed during April 2011.
  • Luthans, F., and Peterson, S. J. (2002). Employee engagement and manager self efficacy: Implications for managerial effectiveness and development, Journal of Management Development 21 (5): pp 376-87.
  • Macey, W.H., and Schneider, B. (2008). The Meaning of Employee Engagement, Industrial and Organizational Psychology, 1 (1): pp 330.
  • Maitland, R. (2005). How happy employees mean bigger profits. People Management, 14 July.
  • Martel, L. (2003). Finding and keeping high performers: best practices from 25 best companies. Employee Relations Today, 30 (1): pp 27-43.
  • Maslach, C., Schaufeli, W. B., and Leiter, M. P. (2001). Job Burnout. Annual Review of Psychology, 52.
  • May, D.R. Gilson, R.L. and Harter, L.M. (2004) 'The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work', Journal of Occupational and Organisational Psychology, 77.
  • McCashland, C.R. (1999) 'Core Components of the service climate: Linkages to customer satisfaction and profitability'. Dissertation Abstracts International. University Microfilms International, USA. University Microfilms International. 60(12-A): p. 89
  • McKay, P. F., Avery, D. R., and Morris, M. A. (2008). Mean racial-ethnic differences in Employee sales performance: The moderating role of diversity climate. Personnel Psychology, 61(2), 349-374. DOI: 10.1111/j.1744-6570.2008.00116.x
  • Meyer and Allen (1991). A three component conceptualization of organizational commitment. Human Resource Management Review, 1: 61-89.
  • Miles, R.H. (2001) 'Beyond the age of Dilbert: Accelerating corporate transformations by rapidly engaging all employees', Organisational Dynamics, 29(4):pp313-321.
  • Modest Growth Pickup in 2013, Projects IMF, Global Economic Outlook, January 2013Íž http://www.imf.org/external/pubs/ft/survey/so/2013/new012313a.htm.
  • Nowack, K. (2006). Employee engagement, job satisfaction, retention and stress. Retrieved from:www.envisialearning.com, accessed during April 2011.
  • Portello, J. (1996) 'Dimensions of managerial and professional women's stress: Interpersonal conflict and distress', Dissertation Abstracts International: Section B: the Sciences and Engineering, US: University Microfilms International, 57 6-B).
  • Richman, A. (2006) 'Everyone wants an engaged workforce how can you create it?' Workspan, 49:pp 36-39.
  • Roberts, D. R., and Davenport, T. O. (2002). Job Engagement: Why It's Important and How To Improve It. Wiley Periodicals, Inc, 21-29.
  • Robinson D. Perryman S. Hayday S. (2004). The Drivers of Employee Engagement. IES Report 408. ISBN 1 85184 336.
  • Robinson, I. (2006) Human Resource Management in Organisations. London, CIPD.
  • Rucci, A. J., S. P. Kirn, et al. (1998). "The employee-customerprofit chain at Sears", Harvard Business Review 76(1).
  • Salanova, M., Agut, S., and Peiro, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90:pp 1217-1227.
  • Schein, E. H. (1965). Organizational psychology. Englewood Cliffs, NJ: Prentice Hall. 2nd edn 1970, 3rd edn 1980
  • Schein, E. H. (1987). Process Consultation. Reading, Vol. 2:Lessons for managers and consultants. Reading, MA: Addison-Wesley.
  • Schmidt, F.L., K., Hunter, J.E., Rothstein, H.R., Pearlman, K., and McDaniel, M.(1993). Refinements in validity generalization methods: Implication for the situation specify hypothesis. Journal of Applied Psychology.78:3-12
  • Seijts, G. H., and Crim, D. (2006). What Engages Employees the Most, or the Ten C's of Employee Engagement. Ivey Business Journal, March/April, 1-5.
  • Shaw, K. (2005) 'An engagement strategy process for communicators', Strategic Communication Management, 9(3): pp26-29.
  • Smith, Kendall, and Hulin (1969). The measurement of satisfaction in work and retirement: A strategy for the study of attitudes Chicago: Rand-McNally.
  • Society for Human Resource Management. (2006), SHRM Special Expertise Panels 2006 trends report. Alexandria, VA: Author.
  • Stairs, M., Galpin, M., Page, N., and Linley, A. (2006). Retention on a knife edge: The role of employee engagement in talent management. Selection and Development Review, 22 (5), pp 19-23.
  • The Gallup Organization (2004). Quoted in Crabtree, S (2004) Getting personnel in the work place - Are negative relationships squelching productivity in your company? Gallup Management Journal, June. Retrieved from http://www.workliferesources. com/admin/pdf/Gallop_Committment_Results.pdf, accessed during April2011.
  • Towers, P. (2006). Ten steps to creating an engaged workforce. Retrieved from http://www.towersperrin.com/tp/getweb cachedoc?webc=HRS/GBR/2006/200603/GWS_europe.pdf, accessed during April 2011
  • Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD.
  • Wayne, S. J., and Green, S. A. (1993). The effects of leader member exchange on employee citizenship and impression management behavior, Human Relations, 46: pp 1431-40.
  • Wilson, F. (2004) Organisational Behaviour and Work, A Critical Introduction. 2nd ed Oxford, Oxford University Press.
  • Woodruffe, C. (2006). Employee engagement, British Journal of Administrative Management, 50: pp 289.
  • www.blessingwhite.com/research.
  • www.cipd.co.uk/hr-resources/factsheets/employeeengagement. aspx)
  • www.haygroup.com/insight.
  • www.scarlettsurveys.com

Abstract Views: 1145

PDF Views: 4




  • Employee Engagement, Recent Trends and its Effect on Performance: A Theoretical Review

Abstract Views: 1145  |  PDF Views: 4

Authors

A. Harilal
University Institute of Management, University of Kerala, Thiruvananthapuram, Kerala, India
V. A. Santhosh
TKM Institute of Management, Musaliar Hills, Karuvelil P.O., Kollam, Kerala, India

Abstract


Employee engagement is a widely accepted concept. The association between employee engagement and performance is explored through this article. Employee engagement influences the employee performance and in turn affects the performance of the organization. It also has got inevitable role in determining different employee related and organisational related factors like job satisfaction, business results, brand name, shareholder value etc. Different organizations exhibit different levels of employee engagement and is influenced by different external and internal factors. From the externally driven cultural and social elements to internally driven features of an organisation like its policy, attitude towards employees and the individual's personality trait drives the engagement quotient of an employee. The study broadly reviewed the concept of employee engagement, linked it with different factors related to engagement, its recent trends and its effect on performance. The study also reviewing recent employee engagement trends in different part of the world.

Keywords


Employee Engagement, Performance, Economic Recession, Productivity, Employee Turnover, Job Satisfaction.

References