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 5: Toward an Evidence-based Model of Engagement: What We Can Learn from Motivation and Commitment Research

John P. Meyer, Marylène Gagné and Natalya M. Parfyonova

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


John P. Meyer, Marylène Gagné and Natalya M. Parfyonova Introduction Like many of the concepts that are so important to us – love, trust, justice – employee engagement is relatively easy to recognize, but has proven very difficult to define. As elusive as its definition might be, however, engagement has become the new buzzword in organizations (Richman, 2006) and has been heavily marketed by human resources (HR) consulting firms as a strategy for competitive advantage (Macey & Schneider, 2008). This raises some interesting questions. Why is engagement so popular today? Where did it originate, and why? And, perhaps most importantly, what do we know about engagement and how can we leverage this knowledge to the benefit of organizations and their employees? Macey and Schneider noted that interest in employee engagement is relatively recent and new, and originated in the business world rather than from academic research. Indeed, they argued that “[a]cademic researchers are now slowly joining the fray” (p. 3). We agree that the term has been popularized by HR consultants and that it has hit a cord with employers who are striving to do more with fewer resources in an increasingly competitive economic environment. However, we argue that academics know a great deal more about engagement than what we can learn from the relatively small body of recent engagement studies (for example, Schaufeli et al., 2002; May et al., 2004; Saks, 2006). Our objective is to show how our understanding of engagement is enhanced by research pertaining to longstanding theories...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information