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Alan M. Saks and Jamie A. Gruman

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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Alan M. Saks and Jamie A. Gruman

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Jamie A. Gruman and Alan M. Saks

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Jamie A. Gruman and Alan M. Saks

The chapter introduces the constructs of employee voice engagement and collective voice engagement. The former refers to the degree to which employees enlist their ‘full selves’ when speaking up at work. The latter pertains to organizational members’ shared perceptions of employee voice engagement. It is suggested that employee voice engagement and collective voice engagement are a function of four dimensions of voice: voice frequency, voice type, voice target and voice quality. Building on Kahn’s work on personal engagement, we present a model in which psychological meaningfulness, psychological safety and psychological availability serve as antecedents of, and support a climate of, employee voice engagement and collective voice engagement. Implications for research and practice and discussed.