Handbook of Employee Engagement
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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.
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Chapter 10: Using the Demands–Control–Support Model to Understand Manager/Supervisor Engagement

Gabriel M. De La Rosa and Steve M. Jex


Gabriel M. De La Rosa and Steve M. Jex Introduction Kahn (1990) proposes engagement to be the “harnessing of organizational members’ selves to their work roles” (p. 694). The critical component of this definition is the employee linking personal well-being to task performance. An engaged employee thinks about and feels various aspect of the job. Other researchers interested in engagement have focused on the lack of certain psychological states (for example, exhaustion), and the presence of positive psychological states (for example, involvement) (Maslach & Leiter, 1997). An engaged employee exhibits positive energy, feels involved with the job, and feels that his/her contributions are productive (ibid.). Engaged employees have positive energy focused towards their work and a consistent commitment to the quality of their work (Maslach et al., 2001). The differentiator between an engaged and a non-engaged employee is the degree of personal investment an employee has in his or her task performance. Engaging supervisors and managers Decentralization of decision making and increasing responsibility of mid-level managers and first-line supervisors has created a pressing need for information that can be used to understand engagement in these employees. Supervisory and managerial employees must disseminate information from upper levels of the organization while taking into consideration the needs of first-line employees. The specifics goals of these employees will vary by unit or function; the general goal of these employees is to organize first-line staff members to achieve organizational mandates. Communicating, organizing, rewarding, and being available to various stakeholders as needed make up some of...

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