To be engaged or not to be engaged: The antecedents and consequences of service employee engagement

By B. Menguc, Seigyoung Auh, Michelle Fisher, A. Haddad. 2013

310 citations recorded by the source corpus.

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Understanding Employee Engagement in the Public Sector: The Role of Immediate Supervisor, Perceived Organizational Support, and Learning Opportunities (2017, background): “…range of occupations in Canada, supervisor support had no statistically significant influence on either job engagement or organizational engagement.1 Menguc et al. (2013), drawing on the job demand–resource model, examined the main effect of resources (autonomy and supervisor support) and found…”
Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces (2015, methodology): “Results of the studies conducted by Saks (2006) and Menguc et al. (2013) showed that PSS was not a significant predictor of employee engagement.”
Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “Employees’ direct supervisors demonstrating authentic leadership capabilities contribute to constructing a nurturing organizational environment characterized by transparency, learning, and open conversation, which consequently may lead to a high level of employee engagement and behavioral outcomes c”