Handbook of Employee Engagement
Show Less

Handbook of Employee Engagement

Perspectives, Issues, Research and Practice

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 3: A Comprehensive Framework for Understanding and Predicting Engagement

Steven Fleck and Ilke Inceoglu


Steven Fleck and Ilke Inceoglu Introduction Employee engagement has rapidly entered the mainstream of the language and practice of human resources (HR) practitioners, organizational psychologists, and HR-oriented management consultants. In most cases, the term is taken to mean some or all of “involvement, commitment, passion, enthusiasm, focused effort, and energy” (Macey & Schneider, 2008, p. 4). Numerous studies that report strong relationships between engagement and important metrics of organizational performance such as profitability, revenue growth, earnings per share, and employee turnover (for example, Harter et al., 2002; ISR, 2006) have conferred legitimacy to the concept, and helped to fuel its growth in popularity. Unfortunately, development of precise and agreed-upon definitions of the construct of engagement has lagged behind the rapid uptake of the construct in practice. Current definitions of engagement (both those offered by practitioners and those in academic publications) vary widely: they include defining it as a trait, a state, a set of behaviors, characteristics of the work environment, or a combination of these (Macey & Schneider, 2008). There are substantial negative implications of such conceptual diversity both for research and for practice. From a research perspective, diverse conceptualizations make it difficult to accumulate a coherent body of research knowledge. From a practice perspective, it becomes problematic to make recommendations for actions when definitions of the construct in question are ambiguous. This chapter reports on a model of engagement that was developed as an attempt to address some of these issues. One of the key aims of developing this model was...

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

or login to access all content.