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 13: The Role of Employee Trust in Understanding Employee Engagement

Benjamin Schneider, William H. Macey, Karen M. Barbera and Scott A. Young

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


Benjamin Schneider, William H. Macey, Karen M. Barbera and Scott A. Young Introduction We base this chapter on the now demonstrated relationship between employee engagement and performance at the individual (Bakker et al., 2004), unit (Harter et al., 2002), and organizational (Schneider et al., 2009a) levels of analysis (see Bakker et al., 2008 for a review). Here, our focus is on trust as a specific and critical antecedent of engagement. While other situational job resources (for example, autonomy, supervisory coaching, performance feedback) and personal resources (for example, optimism, self-efficacy, self-esteem) have been shown to predict engagement (Bakker et al., 2008), we believe these fail to capture the psychological experiences employees have that most significantly impact their engagement. We present a conceptual model where the level of trust employees experience at work is a psychological antecedent of employee engagement, which we hypothesize results in them feeling safe to feel and be engaged. As Kahn (1990, p. 708) put it in his pathbreaking explication of engagement: “Psychological safety [is] feeling able to show and employ one’s self without fear of negative consequences to self-image, status, or career. People [in the research effort] feel safe in situations in which they trusted that they would not suffer from their personal engagement”. In brief, we present a mediated model after Kahn (1990), shown schematically in Figure 13.1, in which employees’ experiences of fair work conditions, among other factors, lead them to trust their co-workers, supervisors and the system such that they feel safe enough to...

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