Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory

By C. Truss, Amanda Shantz, Emma Soane, Kerstin Alfes, Rick Delbridge. 2011

330 citations recorded by the source corpus.

The development of mainstream human resource management (HRM) theory has long been concerned with how people management can enhance performance outcomes. It is only very recently that interest has been shown in the parallel stream of research on the link between employee engagement and performance, bringing the two together to suggest that engagement may constitute the mechanism through which HRM practices impact individual and organisational performance. However, engagement has emerged as a contested construct, whose meaning is susceptible to ‘fixing, shrinking, stretching and bending’. It has furthermore not yet been scrutinised from a critical HRM perspective, nor have the societal and contextual implications of engagement within the domain of HRM been considered. We review the contribution of the seven articles in this special issue to the advancement of theory and evidence on employee engagement, and highlight areas where further research is needed to answer important questions in the emergent field that links HRM and engagement.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/093180196a920c92489288fee50951700deca1a8

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Employee engagement, human resource management practices and competitive advantage (2015, background): “To date, there has only been limited research examining how HRM practices influence individual and organizational outcomes through employee engagement (e.g. Alfes et al., 2013a, b; Sparrow, 2014; Truss et al., 2013).”
Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, background): “Employee engagement is seen as a significant contributor to organizational success (Harter et al., 2002; Lockwood, 2007; Martel, 2003; Truss et al., 2013).”
Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement (2015, neutral): “Studies thereafter consist of exploring (Francis et al. 2013; Gupta et al. 2015; Jenkins and Delbridge 2013; Truss et al. 2011) and testing (Cabrera et al.”
Human resource practices, employee attitudes and small firm performance (2017, neutral): “Some recent SHRM studies have adopted a social exchange framework and quantitative methodologies at the micro level, suggesting that the HRM-performance relationship may be mediated by attitudinal variables (Truss et al., 2013).”