Employee engagement, human resource management practices and competitive advantage

By Simon Albrecht, Arnold B. Bakker, Jamie A. Gruman, W. H. Macey, A. Saks. 2015

515 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7bd43c28d597c2c5b5d8acbdf6ea10f6135502e0

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Citations in the corpus

How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, background): “…and work engagement Although job crafting involves the pro-active and self-initiated behaviour of employees to change their job in a bottom-up manner, researchers have argued that employee pro-activity can follow from top-down, contextual mechanisms (Albrecht et al., 2015; Parker et al., 2006).”
Effective Employee Engagement in the Workplace (2017, background): “Employee engagement is a critical element in maintaining the organization’s vitality, survivability, and profitability (Albercht et al., 2015; Breevaart et al., 2013; Farndale & Murrer, 2015).”
The effects of employee engagement and self-efficacy on job performance: a longitudinal field study (2018, background): “Thus, HRM practitioners should seek to incorporate employee engagement into HR policies and practices (Albrecht et al., 2015).”
The effect of HRM practices and employees’ job satisfaction on employee performance (2019, background): “All these practices should be built in order to achieve high level of satisfaction and performance of workers (Albrecht et al., 2015; Dessler, 2006; Majumder & Hossain, 2012).”
Personality, self-efficacy and job resources and their associations with employee engagement, affective commitment and turnover intentions (2020, background): “Researchers have called for research that further integrates engagement and commitment as important indicators of employees’ psychological connection to their work (Albrecht et al., 2015; Hallberg & Schaufeli, 2006; Meyer, Gagné, & Parfyonova, 2010; Newman & Harrison, 2008).”
Work engagement: current trends (2018, background): “…toward recognizing that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development (Albrecht et al., 2015).”