The Meaning of Employee Engagement

By W. H. Macey, Benjamin Schneider. Industrial and Organizational Psychology, 2008

3,398 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/45be91077fb0ff66474c56843f428dfb17c12046

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employee engagement: an examination of antecedent and outcome variables (2011, methodology): “While these and other frameworks (e.g. Albrecht 2010; Harter, Schmidt, and Hayes 2002; Macey and Schneider 2008) offer unique and differing perspectives, Kahn’s framework offers an empirically tested multidimensional motivational framework reflecting latent conditions of an employee’s willingness…”
Work engagement: An emerging concept in occupational health psychology (2008, neutral): “Engaged employees have high levels of energy, are enthusiastic about their work, and they are often fully immersed in their job so that time flies (Macey & Schneider, 2008 ; May, Gilson, & Harter, 2004 ; Schaufeli & Bakker, in press ).”
Feeling good and performing well? Psychological engagement and positive behaviors at work (2010, background): “As noted by Macey and Schneider (2008), activated positive emotional states better capture the construct of engagement than low-activation emotional states, such as contentment and satisfaction.”
My Better Self (2017, background): “…can also be understood in terms of Kahn’s (1990) conceptualization of engagement and subsequent research of engagement, as it suggests that using strengths may increase employees’ engagement in their work, and thus advance their performance (Rich et al., 2010) and OCB (Macey & Schneider, 2008).”
Meaningful Work, Employee Engagement, and Other Key Employee Outcomes (2011, background): “Its nature (Macey & Schneider, 2008), measurement (Schaufeli, Bakker, & Salanova, 2006), antecedents and consequences (Saks, 2006), and best practices (Macey, Schneider, Barbera, & Young, 2009) have all been discussed.”
Weekly work engagement and performance: A study among starting teachers (2010, background): “Work engagement A recent review of Macey and Schneider (2008) documented the proliferation of various definitions of engagement.”
Being engaged at work and detached at home: A week-level study on work engagement, psychological detachment, and affect (2008, background): “Although earlier research has shown that work engagement is associated with positive outcomes for the employee and the organization, this paper suggests that employees also need time periods for temporarily disengaging (i.e., psychological detaching) from work.”
Crafting a job on a daily basis: Contextual correlates and the link to work engagement (2012, background): “Work engagement is a positive, fulfilling, and work-related state of mind characterized by vigor, dedication, and absorption (Schaufeli, Bakker, & Salanova, 2006) and is associated with proactive behaviors (Macey & Schneider, 2008).”
Effects of ideological and relational psychological contract breach and fulfilment on volunteers’ work effort (2014, background): “…in the literature (e.g., motivation theory, equity theory, attribution theory), its application in empirical studies remains rather limited (Bidee et al., 2012; De Cooman, De Gieter, Pepermans, Jegers, & Van Acker, 2009; Foo, Uy, & Baron, 2009; Green & McIntosh, 2001; Macey & Schneider, 2008).”
Work-based identity and work engagement as potential antecedents of task performance and turnover intention: Unravelling a complex relationship (2012, methodology): “…impact of these constructs on organisational outcomes is sparse (Agostino, 2004; Bakker & Schaufeli, 2008; Buche, 2003, 2006, 2008; Pratt et al., 2006; Macey & Schneider, 2008; Schaufeli & Bakker, 2001, 2003, 2004; Schaufeli, Bakker & Salanova, 2006; Schaufeli et al., 2002; Walsh & Gordon, 2007).”
Employee voice and engagement: connections and consequences (2013, background): “Definitions of engagement vary, but, as Macey and Schneider (2008) note, a common thread is the assumption that ‘pro-social’ employee activity can lead to desirable effects, with mutual benefits for employees and organisations.”