Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies.

By James K. Harter, Frank L. Schmidt, Corey Keyes. 2003

978 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2d5c96785e94d444af5c023c90a44a1c8d4af809

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Meaning of Employee Engagement (2008, methodology): “For example, in the Gallup research program (emerging from many consulting projects; see Harter et al., 2003), a series of 12 key work conditions was identified, which, when present, were correlatedwith unit performance—the inference being that when these work conditions existed, employees…”
Beyond Engagement:Toward a Framework and Operational Definition for Employee Work Passion (2009, background): “Practitioners (Harter et al., 2002; Harter et al., 2003; Masson, Royal, agnew, & Fine, 2008; Robinson et al., 2004; Sardo, 2006; Wellins et al., 2005) have written more about corporate strategy or imperatives to develop employee engagement as a mechanism for creating greater productivity and a compe”
Measuring and Managing Employee Work Engagement: A Review of the Research and Business Literature (2009, methodology): “One of the more influential approaches in this area comes from the Gallup Organization (Harter, Schmidt, & Keyes, 2003 ; Harter & Schmidt, 2008 ).”
Emerging Positive Organizational Behavior (2007, background): “This broadening with attitudinal outcomes has been supported as a more effective approach to holistically capture overall performance and effectiveness (Harter et al., 2002; Harter et al., 2003), and its relevance to positivity research has been recently highlighted (Roberts, 2006; Youssef & Luthans”
Determinants of employee engagement and their impact on employee performance (2014, background): “Studies by Miles (2001) and Harter et al. (2002), Holbeche and Springett (2003), May et al. (2004) and Rich et al. (2010) show that employee engagement is the result of various aspects of the workplace.”
Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors (2004, result): “We believe this relationship merits increased attention, especially in light of the results from Harter and colleagues (e.g., Harter et al., 2002 and Harter et al., 2003) recent metaanalyses that indicate engagement is positively and strongly related to a variety of key business performance…”
Effects of Positive Practices on Organizational Effectiveness (2011, methodology): “In the absence of statistically significant differences, an analysis was conducted following the methods of Harter, Schmidt, and Keyes (2002) in which changes in standard deviation units associated with positive practices were examined.”
“Can you see the real me?” A self-based model of authentic leader and follower development (2005, neutral): “Follower outcomes Although a wide variety of outcomes may accrue for the followers of authentic leaders, we focus attention on three outcomes consistently linked to authenticity (Erickson, 1995a; Harter, 2002; Harter et al., 2002, 2003; Ilies et al., 2005): trust, engagement, and well-being.”
The ‘What’, ‘Why’ and ‘How’ of Employee Well-Being: A New Model (2009, background): “Still fewer researchers have specifically investigated how to enhance well-being in the workplace (notable exceptions are research by the Gallup Organization; see Harter et al. (2003) for a review; and Cotton, Hart and colleagues; see Cotton and Hart (2003) for a review).”