Table of Contents

Handbook of Employee Engagement

Handbook of Employee Engagement

Perspectives, Issues, Research and Practice

New Horizons in Management series

Edited by Simon L. Albrecht

The Handbook presents comprehensive and global perspectives to help researchers and practitioners identify, understand, evaluate and apply the key theories, models, measures and interventions associated with employee engagement. It provides many new insights, practical applications and areas for future research. It will serve as an important platform for ongoing research and practice on employee engagement.

Chapter 3: A Comprehensive Framework for Understanding and Predicting Engagement

Steven Fleck and Ilke Inceoglu

Subjects: business and management, human resource management, organisational behaviour


Steven Fleck and Ilke Inceoglu Introduction Employee engagement has rapidly entered the mainstream of the language and practice of human resources (HR) practitioners, organizational psychologists, and HR-oriented management consultants. In most cases, the term is taken to mean some or all of “involvement, commitment, passion, enthusiasm, focused effort, and energy” (Macey & Schneider, 2008, p. 4). Numerous studies that report strong relationships between engagement and important metrics of organizational performance such as profitability, revenue growth, earnings per share, and employee turnover (for example, Harter et al., 2002; ISR, 2006) have conferred legitimacy to the concept, and helped to fuel its growth in popularity. Unfortunately, development of precise and agreed-upon definitions of the construct of engagement has lagged behind the rapid uptake of the construct in practice. Current definitions of engagement (both those offered by practitioners and those in academic publications) vary widely: they include defining it as a trait, a state, a set of behaviors, characteristics of the work environment, or a combination of these (Macey & Schneider, 2008). There are substantial negative implications of such conceptual diversity both for research and for practice. From a research perspective, diverse conceptualizations make it difficult to accumulate a coherent body of research knowledge. From a practice perspective, it becomes problematic to make recommendations for actions when definitions of the construct in question are ambiguous. This chapter reports on a model of engagement that was developed as an attempt to address some of these issues. One of the key aims of developing this model was...

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