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Conceptual Issues

The document discusses the construct of employee engagement, which has received attention in management literature and practice. It explores how employee engagement is defined and how it compares to other validated constructs like job satisfaction. While employee engagement has been linked to improved productivity, profitability, and retention, the authors encourage continued research to better understand what is being measured and predicted by assessments of employee engagement. The goal is to help both academics and practitioners make sense of this emerging management concept.

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139 views2 pages

Conceptual Issues

The document discusses the construct of employee engagement, which has received attention in management literature and practice. It explores how employee engagement is defined and how it compares to other validated constructs like job satisfaction. While employee engagement has been linked to improved productivity, profitability, and retention, the authors encourage continued research to better understand what is being measured and predicted by assessments of employee engagement. The goal is to help both academics and practitioners make sense of this emerging management concept.

Uploaded by

rahulparasar2
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Employee engagement: conceptual issues

http://scholar.googleusercontent.com/scholar?q=cache:Zh0TLpOCMzcJ:...

This is the html version of the file http://www.alliedacademies.org/Publications/Papers /JOCCC%20Vol%2010%20No%201%202006.pdf#page=117. Google automatically generates html versions of documents as we crawl the web. These search terms have been highlighted: factors employee engagement

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111 EMPLOYEE ENGAGEMENT: CONCEPTUAL ISSUES Beverly Little, Western Carolina University Philip Little, Western Carolina University

ABSTRACT The authors of this article explore the construct of employee engagement, which has received considerable press recently in management literature and practice. Our research explores questions concerning how the construct employee engagement is defined and how it compares and contrasts with other existing, well-validated constructs. We discuss positives and negatives of employee engagement research and the application of the construct to organizational outcomes. Many organizations now measure their employees level of engagement and to attempt to increase those levels of engagement because they believe that doing so will improve productivity, profitability, turnover and safety. We encourage users of the construct to continue research on employee engagement in order for both academics and practitioners to better understand what they are measuring and predicting. INTRODUCTION Employee engagement has been written about widely in the management literature and the popular press. The term has shown up in Workforce Magazine (2005), Harvard Business Review (2005) and the Washington Post (2005), not to mention the websites of many Human Resources consulting firms such as DDI (2005) and Towers Perrin (2003). Employee engagement, a term coined by the Gallup Research group, seems to be attractive for at least two reasons. Employee engagement has been shown to have a statistical relationship with productivity, profitability, employee retention, safety, and customer satisfaction (Buckingham & Coffman, 1999; Coffman & Gonzalez-Molina, 2002). Similar relationships have not been shown for most traditional organizational constructs such as job satisfaction (Fisher & Locke, 1992). In addition, the items used in employee engagement surveys measure aspects of the workplace that are under the control of the local manager. The term employee engagement, in its present usage, was coined by the Gallup Organization, as a result of 25 years of interviewing and surveying employees and managers. Their intent was to create a measure of workplaces that could be used for comparisons. Their research has been published in books, practitioner magazines, academic journals and on websites. In First, Break all the Rules, the original book coming out of the Gallup research, Buckingham & Coffman (1999) report that Gallup spent years refining a set of employee opinion questions that are related to Journal of Organizational Culture, Communications and Conflict, Volume 10, No. 1, 2006

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Employee engagement: conceptual issues

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