Employee Engagement: The Key to Improving Performance

By Solomon Markos. 2010

1,056 citations recorded by the source corpus.

Employee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of mismanagement. The construct employee engagement is built on the foundation of earlier concepts like job satisfaction, employee commitment and Organizational citizenship behaviour. Though it is related to and encompasses these concepts, employee engagement is broader in scope. Employee engagement is stronger predictor of positive organizational performance clearly showing the two-way relationship between employer and employee compared to the three earlier constructs: job satisfaction, employee commitment and organizational citizenship behaviour. Engaged employees are emotionally attached to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going extra mile beyond the employment contractual agreement.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/abeb701782256b3ba7473d640d9a5925d65c9576

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Effective Employee Engagement in the Workplace (2017, background): “Organizations must provide a psychologically safe workplace to improve employee engagement (Kompaso & Sridevi, 2010).”
Improving employee productivity through work engagement: Evidence from higher education sector (2016, background): “Markos and Sridevi (2010) J. Hanaysha et al. / Management Science Letters 6 (2016) 67 demonstrated that employees who are not engaged at their workplaces are most likely to waste their times on tasks that have low priority and fail to show their full commitment to do their tasks.”
Mindfulness at Work: Positive Affect, Hope, and Optimism Mediate the Relationship Between Dispositional Mindfulness, Work Engagement, and Well-Being (2015, neutral): “…level it is positively associated with work-related constructs such as safety, job satisfaction, employee loyalty, job performance, and organizational citizenship behavior (Harter et al. 2002; Markos and Sridevi 2010; Ram and Prabhakar 2011; Saks 2006; Schaufeli and Bakker 2004; Sonnentag 2003).”
Self-Determination Theory in Human Resource Development: New Directions and Practical Considerations (2018, background): “Employee engagement has been variously defined as loyalty, work passion, organizational commitment, job involvement, and willingness to invest discretionary effort (Markos & Sridevi, 2010).”
The Impact of Work-Life Balance on Job Engagement and Turnover Intention (2019, background): “On the other hand, companies with disengaged employees suffer from wasted efforts and bleed talent; they earn less commitment from employees, face increased absenteeism, have lower customer orientation, see less productivity, have reduced operating margins and earn lower net profit margins (Markos, ”
Individual Factors and Work Outcomes of Employee Engagement (2012, background): “If every component of human resource were not well addressed with proper approach, employees would fail to fully engage themselves in their job roles thereby leading to mismanagement (Markos and Sridevi, 2010)[12].”
Workplace Spirituality and Organizational Performance in Indian Context: Mediating Effect of Organizational Commitment, Work Motivation and Employee Engagement (2017, neutral): “Other scholars (Albrecht, 2012; Andrew & Sofian, 2012; Markos & Sridevi, 2010; Mehta & Mehta, 2013; Shamila, 2013; Siddiqui, 2015; Truss, Shantz, Soane, Alfes, & Delbrige, 2013) observe positive relationship between employee engagement and various performance parameters.”
Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach (2019, background): “Their desire to maintain their role in the organizations increases their level of engagement and improves performance [14,58].”
The role of wisdom leadership in increasing job performance: Evidence from the Egyptian tourism sector (2017, background): “Hence, satisfaction and extra effort are improved (Bass & Avolio, 1994; Markos & Sridevi, 2010).”
The Influence of Servant Leadership on Restaurant Employee Engagement (2014, background): “Most studies regarding employee engagement marked the relationship between the manager and employee as having a stronger influence on engagement versus the employee-to-employee relationship alone (Gallup Consulting 2008; Hemsley 2007; Markos and Sridevi 2010; Tomlinson 2010).”
Organizational Agility: The Key to Organizational Success (2016, background): “This should be done in a manner which makes them engaged at work devoting all their efforts, feelings and realization in order to achieve the objectives of the organization (Markos & Sridevi, 2010; Warr & Inceoglu, 2012).”