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Employee engagement has gained in popularity exponentially. However, with all the practitioner and academic interest in the topic, there continues to be inconsistent definitions, low reports of causal research and we suggest missing answers to an important question: engaged in what? In order to explore this issue, we apply role theory to specifical...
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Purpose – The objective of the research is to examine the influence of compensation procedural fairness and employee engagement on workforce agility and its impact on employee performance at BPS Sulawesi Barat Province. Methodology/approach – The causality associative research approach is used in this research design. The Structural Equation Modeli...
Citations
... Source: Adapted from Welbourne & Schlachter (2014) outlined, dedication includes a sense of significance that leads to a feeling of enthusiastic pride while performing a task; it is the ongoing pride and inspiration one has in one's job. Lastly, absorption is that persistent commitment to a task in which time appears irrelevant and in turn, makes it difficult for one to detach from their work when one is not physically at work Schaufeli, 2012;Van den Berg et al., 2013). ...
... Source: Adapted from (Welbourne & Schlachter, 2014) a way that provides feelings of completeness and joy" (Giacalone & Jurkiewicz, 2003. Additionally, the spirituality concept has adopted motivation theory, as in Maslow, (1970) hierarchy of needs. ...
Throughout the 21st century, change has been a predominant theme in the workplace. Increased technology and globalization are two key contributors to the changing landscape. The costs of occupational health and well-being are increasingly being considered as sound “investments” as healthy and engaged employees yield direct economic benefits to the company. The concept of work engagement plays a vital role in this endeavour because engagement entails positive definitions of employee health and promotes the optimal functioning of employees within an organizational setting. The present article reviewed existing human resource management and leadership literature and then proposes a framework that links employee engagement, workplace spirituality and ethical leadership. Drawing on self-determination theory (SDT) that proffers workplace spirituality as an arbitrator in the relationship between employee work engagement and ethical leadership. A set of propositions that represent an empirically driven research agenda are presented.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
Purpose
The purpose of this paper is to illustrate and discuss the main features and key challenges of an original post-graduate education program designed according to an innovative theoretical framework promoting design thinking in a rhizomatic approach. By involving different stakeholders, the aim of this entrepreneurship education program is to disseminate rhizomatic, design-based learning competencies and thereby contribute to revitalizing a region’s socio-economic fabric.
Design/methodology/approach
Through the use of a pilot case, the paper exemplifies the application of the design thinking approach combined with the rhizomatic logic. Design thinking enables dealing with the complexity, uncertainty, and ill-defined problems that often characterize a business reality while the rhizomatic process combines the production of collective knowledge through a non-linear, complex and emergent path that nurtures innovation.
Findings
This entrepreneurship education program exemplifies a viable strategy to deal with a regional economic crisis by engaging different local actors including enterprises, local institutions, municipalities, and universities. It demonstrates the potential value of a new educational approach as a powerful lever to activate the energy of people, their competencies, relationships, shared projects, and new entrepreneurial ventures. The first edition of the program offers ideas, practices, and challenges to all stakeholders of potentially similar education projects.
Originality/value
The depicted pilot case allows us to exemplify how a design thinking framework reinterpreted on the basis of a Deleuzian rhizomatic perspective can enable developing innovation as a way of overcoming difficulties and succeeding, an essential prerequisite for many entrepreneurial organizations today.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
This book offers a concise summary of cutting-edge research and practical implications about employee engagement. The author presents a clear perspective on the meaning of employee engagement, its antecedents and consequences are presented with evidences. Based on latest research results, the book discusses organizational practices which enhance people engagement focusing on the new trends of the HRM domain such as well-being practices, e-HRM systems and social volunteering initiatives. The detailed analysis also takes the recent complaints about the HR function into account. This book emphasizes that modern organizations require passionate people to thriving in a rapidly changing world, and it is important to understand why, despite the growing relevance of employee engagement, disengaged persists.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
Notwithstanding the numerous research on engagement antecedents, findings are not easy to generalize. This implies the risk of an ineffective approach. The chapter presents the research evidence on the determinants of employee engagement and clarifies the theoretical rationales to inform managerial actions, starting from solid and accurate theoretical explanations and evidence that enable more effective decisions in relation to people management practices. First, three engagement theoretical rationales are presented: motivation theory, job demands and job resources model; social exchange theory. Second, research distinguishes five levels of the engagement antecedents: job characteristics, interpersonal relationships, personal features, HRM practices, organization solutions. Finally, research suggests that three significant ingredients contribute to building employee perceptions of their work relationship: meaningfulness, safety, and resource availability. They are related to the role of cultural values and frames (national but also organizational culture) that provide sense; the role of HRM practices that contributes to building a fair work environment; the role of management and leadership styles and behaviours as organizational processes that intermediate the relationship between employees and the organization. At the end of the chapter, some widespread clichés of employee engagement are discussed and reviewed in light of the research evidence.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
Despite the growing relevance of employees engagement, people are becoming more disengaged and the employee-organization relationships have become looser. Based on latest research results, the book discusses organizational practices which enhance people engagement focusing on the new trends of the HRM domain such as well-being practices, e-HRM systems and social volunteering initiatives. It offers practical suggestions on how and why to enhance employees engagement and includes evidence that demystifies widespread employee engagement cliches. Finally, the detailed analysis also takes the recent complaints about the HR function into account, contributing to the ongoing debate about the controversial role of the HR professionals, together with middle managers and employees themselves, in the changing socio-economic scenario.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
The discrepancy between the perceived importance of engagement and the level of engagement that exists in organizations underlines a significant opportunity for HRM scholars and professionals to develop a research agenda and practical strategies to address this gap. The starting point of any serious consideration of this concept is a better understanding of the ultimate significance of ‘people engagement’. The chapter presents the main research results on people engagement at work starting from the original engagement definition, arguing its positive and negative outcomes in relation to both employees and organizations. The discussion proposes evidence-based and effective managerial guidelines distinguishing between organization and job engagement, and flying in the face of the most popular engagement cliques. This is a necessary premise to proposing effective and serious lines of action and bridging the gap between research and practice.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
In all too many businesses, the engagement strategy is based more on ‘acts of faith’ than on any sound evidence. Organizational studies provide useful evidence for the critical appraisal of the role of some ‘new and fashionable’ Human Resource Management (HRM) trends and developing much better insights on how to support employee engagement and positive employee-organization relationships. This chapter analyses the link between engagement and some development and innovation trajectories of HRM systems that are receiving a great deal of attention due to their association with particularly relevant trends that seem to engender the interest of the new generation of workers: social impact; digital innovation; well-being and happiness. These fashions are decidedly linked to the social, cultural, technological and demographic changes taking place. They appear to offer new opportunities while calling for the attention of those designing and managing employee management systems to activate their energy, passion and performance. There is evidence that empowering and developing HRM practices could support the different features of employee engagement. More interestingly, the positive effect of HRM practices does not related to a single practice in isolation, but a combinative positive effect of job design, leadership style and HRM architecture that together impact on the people engagement. However, these trends also suggest some caution and critical thoughts that are discussed in the chapter.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
Against the goal of developing the engagement of the human resources, the work experiences of employees and employers are clearly negative on average. In terms of workers, work malaise and disengagement are increasing, while on the organizational front, the requirements for retention and employee involvement remain unresolved. The chapter outlines some of the major challenges that organizations and workers are facing- such as workforce aging, diversity, structural changes, ambiguity, open innovation, in order to better understand the scenarios in which work relationships today develop and take on meaning. Analysing some of the main trends in progress leads to a better understanding of the challenges that organizations and workers are experiencing and the origins of such widespread, albeit undesired, disengagement. In the actual controversial scenario, not only organizations practices and employees behaviours need to change, but also the managerial function: the human and relational sides of management behaviours are now compulsory to manage growing organizational complexity and help employees enact sense-making. This is a big challenge, but it is also a big chance.
... This multi-foci and multidimensional engagement conception is consistent with other approaches, such as Welbourne and Schlachter's (2014) focus on the multiple content of engagement. Consistently with Saks, these authors suggest the relevance of focusing on the various employee roles to better define the engagement problem. ...
... Starting from the three aforementioned theoretical frameworks, numerous studies have been conducted to identify and test different and specific people engagement antecedents with the aim of identifying the appropriate drivers to support a positive and fruitful relationship between employees and the organization. An increasing number of academic studies on employee engagement antecedents, including some meta-reviews and critical research syntheses, have recently been developed (see, amongst others, Wollard and Shuck 2011;Schaufeli 2013;Welbourne and Schlachter 2014). ...
... Moreover, some authors suggest other engagement foci related to the different and multiple roles that people enact at work and to different behavioural outcomes (Welbourne and Schlachter 2014). At least five work roles (in addition to extra-work role) could affect different behavioural targets of engagement: organization, core job, but also innovation, career, team, only considering the work-side. ...
The purpose of this paper is to build on personal engagement and role theory to develop a conceptual definition of engagement to different organizational roles (job, organization, supervisor, and coworkers) and create and validate the Role-Based Engagement Scale (RBES). Data were collected from four samples (n = 1,302) of employees, including three from multiple organizations and one from an aircraft manufacturer. Results across three studies consistently support the four dimension structure of the RBES, its internal consistency, convergent, discriminant, and predictive validity based on a series of confirmatory factor analyses. The RBES is a psychometrically sound instrument that measures engagement to job, organization, supervisor, and coworkers. This instrument will provide more targeted information for human resource management (HRM) professionals tasked with developing training methods and processes to improve low-scoring dimensions of engagement, optimizing HRM interventions.
