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A perfect match: decoding employee engagement – Part I: Engaging cultures and leaders

A perfect match: decoding employee engagement – Part I: Engaging cultures and leaders Purpose – The purpose of this two‐part article is to introduce engagement and review key research on engagement‐related factors. Design/methodology/approach – The author conducted a literature search on employee engagement and pilot interviews with ten professionals. Findings – Environment, leadership, job, and individual factors are connected to employee engagement. Environmental engagement factors include congruency between organizational and individual values, the quality of the workplace relationships, and work‐life balance. Leadership engagement factors include vision and integrity. Job engagement factors include the meaningfulness of the job, itsw level of challenge, and the amount of control the employee has on the job. Finally, individual factors related to engagement include resilience, locus of control, active coping style, self‐esteem, neuroticism, and extraversion. The author suggests that the connections (or the match) between organizational, leadership, job, and individual characteristics is particularly relevant for engagement. Research limitations/implications – The article includes a preliminary investigation of engagement. Further research is needed connecting environmental, leadership, job, and individual engagement factors, and confieming the importance of the “match” for engagement. Practical implications – The implications are that leaders should be educated on engagement, that career development opportunities are particularly important, that performance improvement professional should champion work‐life balance, and that initiatives enhancing workplace relationships are likely useful to increase engagement. Originality/value – This paper connects research on various engagement factors, making it easier for performance improvement professional to gain an introductory yet holistic view of the topic. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

A perfect match: decoding employee engagement – Part I: Engaging cultures and leaders

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850810868603
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this two‐part article is to introduce engagement and review key research on engagement‐related factors. Design/methodology/approach – The author conducted a literature search on employee engagement and pilot interviews with ten professionals. Findings – Environment, leadership, job, and individual factors are connected to employee engagement. Environmental engagement factors include congruency between organizational and individual values, the quality of the workplace relationships, and work‐life balance. Leadership engagement factors include vision and integrity. Job engagement factors include the meaningfulness of the job, itsw level of challenge, and the amount of control the employee has on the job. Finally, individual factors related to engagement include resilience, locus of control, active coping style, self‐esteem, neuroticism, and extraversion. The author suggests that the connections (or the match) between organizational, leadership, job, and individual characteristics is particularly relevant for engagement. Research limitations/implications – The article includes a preliminary investigation of engagement. Further research is needed connecting environmental, leadership, job, and individual engagement factors, and confieming the importance of the “match” for engagement. Practical implications – The implications are that leaders should be educated on engagement, that career development opportunities are particularly important, that performance improvement professional should champion work‐life balance, and that initiatives enhancing workplace relationships are likely useful to increase engagement. Originality/value – This paper connects research on various engagement factors, making it easier for performance improvement professional to gain an introductory yet holistic view of the topic.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Apr 18, 2008

Keywords: Leadership; Employee behaviour; Employee attitudes; Motivation (psychology); Organizational culture

References