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 14: Organizational Conditions Fostering Employee Engagement: The Role of “Voice”

Constant D. Beugré

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

Extract

Constant D. Beugré Introduction Employee engagement refers to a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption and represents a more permanent and pervasive state of being that characterizes an individual rather than a momentary and specific state (Schaufeli et al., 2002). Macey and Schneider (2008) identified three types of engagement: (i) trait engagement, (ii) state engagement, and (iii) behavioral engagement. Trait engagement can be regarded as an inclination to experience the world from a particular vantage point, whereas psychological state engagement is conceptualized as feelings of energy and absorption in one’s work. Behavioral engagement is defined in terms of discretionary effort or a specific form of in-role behavior. Although trait engagement is a personal disposition and therefore, beyond the purview of outside factors, managers and organizations can create conditions that foster state and behavioral engagement. One such organizational factor is “voice”, construed as verbal behavior that is improvement oriented and directed towards a specific target that holds power inside the organization (Detert & Burris, 2007). Voice may promote the perception that the employee is concerned about the welfare of the organization and its members. It may also entail risk to the extent that it can be considered as a difficult and costly action (Rusbult et al., 1988). Speaking up can feel risky because it involves pointing out a need for improvement in a program or policy to those who may have devised, be responsible for, or feel personally attached to the status quo (Detert...

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