Measuring and Managing Employee Work Engagement: A Review of the Research and Business Literature

By Mark Attridge. 2009

415 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3b489db52ee945518590206bc1e60f2c5bfc5ccc

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Work engagement as a mediator between employee attitudes and outcomes (2013, background): “Practitioner definitions of employee engagement often appear to be combinations of well-established academic constructs such as affective commitment, continuance commitment, job involvement, job satisfaction and discretionary behaviour (Harter, Schmidt and Hayes 2002; Attridge 2009; Schaufeli and Ba”
Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context (2012, background): “Furthermore, Attridge (2009) in their review of work engagement literature found that work engagement can be improved through adopting certain workplace behavioural health”
Self-Oriented, Other-Oriented, and Socially Prescribed Perfectionism in Employees: Relationships with Burnout and Engagement (2010, background): “…good social relationships, organizational commitment, customer loyalty, and objective job performance as well as lower levels of turnover (Attridge, 2009a, 2009b; Bakker, Demerouti, & Verbeke, 2004; De Lange, De Witte, & Notelaers, 2008; Hakanen, Schaufeli, & Ahola, 2008; Halbesleben &…”
Burnout, boredom and engagement at the workplace (2014, background): “Although no reliable scientific estimates exist about the prevalence of work engagement, various surveys of global consultancy firms suggest that roughly about 25% of the North American workforce can be considered ‘engaged’, against only 15% of European employees (Attridge, 2009).”
Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces (2015, background): “They share a common focus on the manifestations of engagement: cognitive-absorption, emotionaldedication and physical—vigor (Attridge, 2009; Welch, 2011). Literature shows some overlap between employee engagement and other constructs like organizational commitment, organizational citizenship behavio”
Why resilient workers perform better: The roles of job satisfaction and work engagement (2018, neutral): “…is a largely malleable phenomenon (Robertson et al., 2015), and as such, it is suitable for intervention based on coaching-related principles, mindfulness, and compassion-based principles, or multimodal cognitive-behavioral techniques (Haracz & Roberts, 2016), or workplace changes (Attridge, 2009).”
A Literature Review on Employee Retention with Focus on Recent Trends (2019, background): “Attridge (2009) in his studies found that better communication from company executives helps better employee engagement.”
The role of employee engagement in work-related outcomes (2011, neutral): “(2003), ―The engagement gap‖, Training, 40 (4), p.”
An introduction to contemporary work psychology (2014, background): “Although no reliable scientific estimates exist about the prevalence of work engagement, various surveys of global consultancy firms suggest that roughly about 25% of the North American workforce can be considered ‘engaged’, against only 15% of European employees (Attridge, 2009).”
Mindfulness at Work: Positive Affect, Hope, and Optimism Mediate the Relationship Between Dispositional Mindfulness, Work Engagement, and Well-Being (2015, neutral): “On an organizational level work engagement is positively related to productivity, customer satisfaction, employee commitment, financial return, profitability, and business success (Attridge 2009; Simpson 2009).”
Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory (2017, background): “In the U.S. alone, for instance, disengaged employees cost companies between $300 billion and $600 billion per year in lost productivity (Attridge, 2009; Saks, 2006).”
What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement (2020, background): “The literature review revealed that leadership encourages engagement (Attridge, 2009; Carasco-Saul, Kim, & Kim, 2015), and empirical evidence was also found that leader–member exchange (LMX; Breevaart, Bakker, Demerouti, & Van den Heuvel, 2015)—or the quality of the relationship between a leader and”
Leadership and Employee Engagement (2015, background): “In keeping with this train of thought, Attridge (2009) outlined efforts organizations should consider to improve employee engagement.”