Working life: employee attitudes and engagement 2006

By K. Truss, Emma Soane, C. Edwards, Karen Wisdom, A. Croll, Jamie Burnett. 2006

196 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3347005fb8c3c803c4b024928a8c0b1b858d4e70

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Citations in the corpus

Work engagement as a mediator between employee attitudes and outcomes (2013, background): “…a consistent definition has not precluded wide discussion of performance effects of employee engagement including profits, employee productivity and retention (Little and Little 2006; Truss et al. 2006; Schaufeli and Bakker 2010), and strategies for how to deliver them (e.g. Truss and Soane 2010).”
The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, methodology): “…supportive management practices and policies as well as the provision of HRD opportunities to positively influence employee engagement (May, Gilson, and Harter 2004; Richman et al. 2008; Schaufeli and Bakker 2004; Shuck, Reio, and Rocco 2011; Truss et al. 2006; Zhu, Avolio, and Walumbwa 2009).”
Employee voice and engagement: connections and consequences (2013, background): “The claim has also been made that engaged employees see their work as more meaningful and fulfilling, and appear to experience increased job satisfaction (Truss et al. 2006; Balain and Sparrow 2009).”
A Study on the Drivers of Employee Engagement Impacting Employee Performance (2014, methodology): “This study and the subsequent full report by Truss et al (2006) establishes that Kahn’s view of employee engagement is operationalised in such large survey covering a sample of 2000.”
Development and application of a new measure of employee engagement: the ISA Engagement Scale (2012, background): “…role of affect in engagement is theoretically and empirically clear, and many conceptualizations include this facet (Bakker and Schaufeli 2008; Kahn 1990; May, Gilson, and Harter 2004; Rich, LePine, and Crawford 2010; Schaufeli and Bakker 2004; Schaufeli, Salanova, et al. 2002; Truss et al. 2006).”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “…engagement was first introduced by Kahn (1990) to signify the expression of self in-role, involving physical, cognitive and emotional dimensions (Schaufeli, Salanova, Gonzalez-Roma and Bakker 2002; Schaufeli and Bakker 2004; Truss et al. 2006; Salanova and Schaufeli 2008; Rich et al. 2010).”
Employee voice: An antecedent to organisational engagement? (2017, background): “The first of these items is based on a participation item in an employee attitudes and engagement instrument (Truss et al. 2006), the remaining items are derived from an organisational dissent measure (Kassing 1998).”
Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality (2013, background): “Similarly, in the United Kingdom, a study (Truss et al. 2006) found that only 30 % of employees in the U.K. are actively engaged with their jobs.”
Demands or resources? The relationship between HR practices, employee engagement and emotional exhaustion within a hybrid model of employment relations (2016, background): “…that employees feel that they are well informed about what is going on within their organizations and that they are in a position to feed their views upwards (Alfes, Truss, Soane, Rees, & Gatenby, 2010; Farndale et al., 2011; Marchington & Kynighou, 2012; Rees et al., 2013; Truss et al., 2006).”