Edited by Paul Sparrow and Cary L. Cooper
The chapter reviews the relationship between engagement and HRM, and the need to link HR practices to the attitudes, behaviours, and performance of individual employees, and back to firm performance. It uses the ability–motivation–opportunity (AMO model) to review research on skill enhancing, motivation-enhancing, and opportunity-enhancing HRM practices. It examines how positive perceptions of HRM practices are positively related to engagement, and engagement mediates the relationship between HRM practices and specific work outcomes such as innovation. It brings literature on person–organisation fit perceptions, socialisation, voice, job design and job enrichment into the study of employee engagement. It argues that future empirical work should incorporate important processes such as meaningfulness, safety, resources, support, trust, fairness and perceptions of fit to understand their role as predictors of employee, team and/ or collective engagement.
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