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 31: The Nature and Consequences of Employee Engagement: Searching for a Measure that Maximizes the Prediction of Organizational Outcomes

Peter H. Langford

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

Extract

Peter H. Langford Introduction Despite organizations spending billions of dollars assessing employee engagement, there continues to be strong debate regarding the nature and consequences of employee engagement. To further inform this debate, this chapter has the following primary goals: (i) to better understand the nature of employee engagement by developing a theoretically grounded and empirically derived model that integrates the many characteristics that have been proposed to represent employee engagement; (ii) to derive from the model a broad, efficient, predictive measure of employee engagement; and finally, (iii) to better understand the potential return on investment from initiatives targeted at improving employee engagement. The chapter draws upon ongoing research at Voice Project, a research and consulting company founded and based at Macquarie University, Sydney, Australia. Establishing the potential domain of employee engagement With the goal of identifying a useful model and predictive measure of employee engagement, researchers at Voice Project designed a study in which we measured a broad range of constructs that various researchers and practitioners have proposed as representing employee engagement. We included long-standing, heavily researched constructs such as job satisfaction (for example, “Overall I am satisfied with my job”), affective organization commitment (modified from Allen & Meyer, 1990, for example, “I feel emotionally attached to this organization”) and intention to stay (for example, “I am likely to still be working in this organization in two years’ time”). One of the more commonly cited academic models of engagement is that of Schaufeli et al. (2006), so we included their measures...

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