The Employee Engagement Landscape and HRD

By B. Shuck, Thomas G. Reio Jr.. 2011

139 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ba2f9d3735e43119a29e5b027f47ee4df501c043

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory (2011, background): “There has been one study that has begun to set engagement strategies within the context of wider discussions of the employment relationship (Townsend, Wilkinson and Burgess 2013); elsewhere, scholars in the USA have examined engagement through a human resource development lens (Shuck and Reio 2011; ”
A theoretical model of the antecedents and outcomes of employee engagement (2014, background): “A significant amount of research has indicated that engaged employees tend to outperform their disengaged counterparts (Fleck & Inceoglu, 2010; May et al., 2004; Saks, 2006; Shuck & Reio, 2011).”
The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, methodology): “The concept of employee engagement has received significant recent attention in the popular business press and a slower, but steadily growing body of empirical research noting desired outcomes for both employees and organizations (Shuck and Reio 2011; Shuck and Wollard 2010).”
Definitional and Conceptual Muddling: Identifying the Positionality of Employee Engagement and Defining the Construct (2017, background): “The boom of engagement research post-Bakker et al., starting in 2010 (e.g., Rich et al., 2010; Shuck et al., 2011), saw the introduction of different engagement frameworks that began to re-entangle the meaning and measurement of work engagement, adding considerable turbulence to the confusion.”
Development and application of a new measure of employee engagement: the ISA Engagement Scale (2012, background): “Human resource development (HRD) scholars have picked up these findings because they offer employee engagement as a psychological foundation upon which to develop HRD theory and practice (Shuck and Reio 2011; Shuck and Wollard 2010).”