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.
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- Chapter 1: Employee Engagement: 10 Key Questions for Research and Practice
- Chapter 2: The Essence of Engagement: Lessons from the Field
- Chapter 3: A Comprehensive Framework for Understanding and Predicting Engagement
- Chapter 4: Job Attitudes and Employee Engagement: Considering the Attitude “A-factor”
- Chapter 5: Toward an Evidence-based Model of Engagement: What We Can Learn from Motivation and Commitment Research
- Chapter 6: Engagement as a Motivational Construct
- Chapter 7: Measuring Change: Does Engagement Flourish, Fade, or Stay True?
- Chapter 8: “Engage Me Once Again”: Is Employee Engagement for Real, or is it “Same Lady – Different Dress”?
- Chapter 9: Job Demands and Resources as Antecedents of Work Engagement: A Qualitative Review and Directions for Future Research
- Chapter 10: Using the Demands–Control–Support Model to Understand Manager/Supervisor Engagement
- Chapter 11: Engaging Middle Managers: Activities and Resources Which Enhance Middle Manager Engagement
- Chapter 12: Leadership and Engagement: A Brief Review of the Literature, a Proposed Model, and Practical Implications
- Chapter 13: The Role of Employee Trust in Understanding Employee Engagement
- Chapter 14: Organizational Conditions Fostering Employee Engagement: The Role of “Voice”
- Chapter 15: Key Driver Analyses: Current Trends, Problems, and Alternative Approaches
- Chapter 16: The Personal Side of Engagement: The Influence of Personality Factors
- Chapter 17: Analyzing the Contribution of Emotional Intelligence and Core Self-evaluations as Personal Resources to Employee Engagement
- Chapter 18: Mindsets and Employee Engagement: Theoretical Linkages and Practical Interventions
- Chapter 19: Engagement and “Job Crafting”: Engaged Employees Create their Own Great Place to Work
- Chapter 20: Affective States and Affect Regulation as Antecedents of Dynamic Work Engagement
- Chapter 21: More Engagement is Not Necessarily Better: The Benefits of Fluctuating Levels of Engagement
- Chapter 22: Passion for Work: Work Engagement versus Workaholism
- Chapter 23: Flow in Work as a Function of Trait Intrinsic Motivation, Opportunity for Creativity in the Job, and Work Engagement
- Chapter 24: Engaging HR Strategists: Do the Logics Match the Realities?
- Chapter 25: Organizational Socialization and Newcomer Engagement
- Chapter 26: Staff Nurse Work Engagement in Canadian Hospital Settings: The Influence of Workplace Empowerment and Six Areas of Worklife
- Chapter 27: Engaged Work Teams
- Chapter 28: Enhanced Employee Engagement through High-Engagement Teams: A Top Management Challenge
- Chapter 29: Developing and Validating a Global Model of Employee Engagement
- Chapter 30: Work Engagement from a Cultural Perspective
- Chapter 31: The Nature and Consequences of Employee Engagement: Searching for a Measure that Maximizes the Prediction of Organizational Outcomes
- Chapter 32: Feeling Good and Performing Well? Psychological Engagement and Positive Behaviors at Work
- Chapter 33: How to Improve Work Engagement?
- Chapter 34: Using Theatre-based Interventions to Increase Employee Self-efficacy and Engagement
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