Employee Engagement: Conceptual Issues

By B. Little, P. Little. 2006

249 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a73c5a93cfd1c9114bb14d5f9680ee923b5ffe9c

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Citations in the corpus

Does corporate social responsibility impact on employee engagement (2014, background): “According to Little and Little (2006), this construct presents several problems, which they address, including the absence of clarification of the relationship between engagement and other well-known and accepted constructs, namely organisational commitment and job or work involvement.”
Demystifying customer brand engagement: Exploring the loyalty nexus (2011, background): “A lack of consensus regards the dimensionality of engagement is observed in the literature (Little & Little, 2006) with unidimensional (e.g. Achterberg et al., 2003; Resnick, 2001), as well as multidimensional (e.g. Frank, Finnegan, & Taylor, 2004; Handelsman, Briggs, Sullivan, & Towler, 2005;…”
Workplace spirituality, mindfulness meditation, and work engagement (2017, background): “Researchers do agree that those organizational behavior constructs are related to the concept of work engagement; however, the focus of work engagement differs from these other constructs (Albrecht 2010; Little and Little 2006; Macey and Schneider 2008; Saks 2006).”
The Relationship between Employee Engagement, Organizational Citizenship Behavior, and Counterproductive Work Behavior (2013, background): “Employee engagement is employee willingness and ability to help their company succeed, largely by providing discretionary effort on a sustainable basis (Little & Little, 2006).”
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”
Employee voice: An antecedent to organisational engagement? (2017, background): “Alongside this academic work, practitioner work popularised the term employee engagement, which has been attributed to consultancy firm Gallup (Endres & Mancheno-Smoak, 2008; Little & Little, 2006; Schaufeli & Bakker, 2010).”
Beyond Engagement:Toward a Framework and Operational Definition for Employee Work Passion (2009, background): “Three studies (Christian & Slaughter, 2007; Little & Little, 2006; Macy & Schneider, 2008) surveyed the state of the art of engagement research and writings.”
Context matters: examining ‘soft’ and ‘hard’ approaches to employee engagement in two workplaces (2013, background): “As Robertson and Cooper (2010, p. 324) observe, the current focus of the engagement literature is based on ‘narrow engagement’, i.e. the factors that are of most direct benefit to, and success of, the organization (see also Little and Little 2006; Macey and Schneider 2008).”
The Relative Importance of Employee Engagement, Other Job Attitudes, and Trait Affect as Predictors of Job Performance† (2012, background): “Although Macey and Schneider (2008) attempted to resolve these redundancy issues by conceptualizing employee engagement (or, more precisely, what they referred to as “state engagement”) as a composite construct that contains aspects of several other job attitude constructs (which would make engageme”