Context matters: examining ‘soft’ and ‘hard’ approaches to employee engagement in two workplaces

By Sarah Jenkins, Rick Delbridge. 2013

143 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/45242e58c0cb9056dc603c14b94cdd79f2c791ce

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Demands or resources? The relationship between HR practices, employee engagement and emotional exhaustion within a hybrid model of employment relations (2016, methodology): “…fruitful ground for exploring some of the tensions within HRM that have been identified as an important, yet neglected, area for research (Boxall, Ang & Bartram, 2011; Ehrnrooth & Bjorkman, 2012; Jenkins & Delbridge, 2013; Thompson & Harley, 2007; Van De Voorde, Paauwe, & Van Veldhoven 2012).”
Definitional and Conceptual Muddling: Identifying the Positionality of Employee Engagement and Defining the Construct (2017, background): “The construct of engagement has in some cases become entangled with its measurement at the peril of ignoring those processes and context from which it forms as an experience (Jenkins & Delbridge, 2013).”
The relationship between perceived training and development and employee retention: the mediating role of work attitudes (2018, methodology): “This definition has been used in additional qualitative research by Jenkins and Delbridge (2013).”
Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement (2015, unknown): “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. 2006; Juhdi et al. 2013; Salanova and Schaufeli 2008) EE in a variety of contexts.”
Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory (2011, background): “Although we are now witnessing a rapidly expanding interest in engagement amongst HRM scholars, it is only just beginning to be subject to the same critical scrutiny as HRM (Guest 2013; Jenkins and Delbridge 2013; Keenoy 2013; Purcell 2013).”
Innovation, quality management and learning: Short-term and longer-term effects (2017, background): “In general, soft management practices encourage knowledge sharing, engagement, empowerment and encourages intelligence gathering and reflection whereas hard management practices often are rule-based and require conformity, standardisation, discipline and stability (Jenkins and Delbridge, 2013).”