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- Publisher
- SAGE
- Copyright
- © The Author(s) 2011
- ISSN
- 1534-4843
- eISSN
- 1552-6712
- DOI
- 10.1177/1534484311410840
- Publisher site
- See Article on Publisher Site
Abstract
The concept of employee engagement has garnered attention in both practitioner and academic communities and several approaches for understanding engagement have developed. Whereas many authors have taken their own approach to understanding employee engagement, others have offered reinterpretations of the concept wrapped in well-researched and documented organizational variables. Fortunately, distinct streams of literature have emerged but are widely disparate, surfacing intermittently in the fields of psychology, sociology, management, human resource development (HRD), human resource management, and health care. This lack of continuity is a significant hurdle for HRD professionals being called on to develop innovative solutions to the absence of engagement inside organizations. The purpose of this integrative literature review was to synthesize the current state of scholarly research on employee engagement. As a result, four major approaches emerged, defining the existing state of employee engagement in the academic community. Each approach is explored and interpretations offered. Implications and questions for HRD bring this article to a close.
Journal
Human Resource Development Review – SAGE
Published: Sep 1, 2011