Employee engagement: an examination of antecedent and outcome variables

By B. Shuck, Thomas G. Reio Jr., Tonette S. Rocco. 2011

485 citations recorded by the source corpus.

This correlational study (n = 283) examined the links between job fit, affective commitment, psychological climate, and employee engagement, and the dependent variables, discretionary effort, and intention to turnover. An Internet-based survey battery of six scales was administered to a heterogeneous sampling of organizations from service, technology, healthcare, retail, banking, nonprofit, and hospitality fields. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement, while employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results revealed that affective commitment and employee engagement predicted lower levels of employees' intention to turnover. The combination of predictors demonstrated strong effects in that the independent variables in each model predicted at least 38.0% of the variance in the dependent variable. Implications for human resource development research and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/eb41417a700973aad90d19eba2bc2b02225e7eee

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Job Resources as Antecedents of Engagement at Work: Evidence From a Long‐Term Care Setting (2014, result): “The results of this study, together with previous evidence from the HRD literature (Ellinger et al., 2012; May, Gilson, & Harter, 2004; Rurkkhum & Bartlett, 2012; Shuck et al., 2011), demonstrate the critical importance of an active role of HRD in promoting developmental interventions to enhance emp”
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.”
Work engagement as a mediator between employee attitudes and outcomes (2013, unknown): “Hallberg and Schaufeli (2006) report a moderate negative relationship between a composite measure of work engagement and turnover intention, and Shuck et al. (2011) identify a similar relationship using an engagement measure from May et al. (2004).”
Transformational leadership and turnover (2017, background): “Critical factors like trust and the role of person-organization fit may be of interest to researchers (BlessingWhite, 2008; Shuck et al., 2011).”
Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces (2015, background): “Shuck et al. (2011) conducted a study among workers in the service, manufacturing, professional, and nonprofit industries, and the results revealed that engagement was significantly associated with discretionary effort and intention to turnover.”
What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement (2020, background): “Both Saks & Gruman (2014) and Shuck, Reio, and Rocco (2011) do this within the HRD community and through their work, they highlight the overlap between the two terms.”
The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, background): “Engagement has also been viewed as feeling responsible for and committing to higher levels of job performance both for required aspects of work as well as discretionary effort (Britt 2003 ; Christian, Garza, and Slaughter 2011 ; Crawford, LePine, and Rich 2010 ; Shuck, Reio, and Rocco 2011 ).”