employee engagement (EE) is an essential part of organizational life and of paramount interest to human resource management (HRM) professionals in the banking industry due to its influence on the organizational outcomes. This paper therefore examines the topic with the aim of defining EE and identifying the use of, value and benefits of EE to be obtained from industry surveys.
This paper begins with the annotated bibliographies of 12 journal articles, followed by an analysis of the relationship between these key findings. The researcher concludes with practical recommendations in order to address the decision-making of whether a Major Bank should be concerned about EE and evaluate the use of and benefits to be obtained from participating in a survey of EE. The scope of this paper is to provide analysis of EE in relation to the literature.
The analysis is undertaken by reviewing academic journals, however the amount of information was dependent on a word limit and consequently restricted the explanation and analysis contained within this paper. 2. Annotated Bibliography Arrowsmith, J. & Parker, J. (2013).
The meaning of ‘employee engagement’ for the values and roles of the HRM function. The International Journal of Human Resource Management, 1-20.
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In this A-rated paper Arrowsmith and Parker first review the literature on EE, HRM and EE as well as HRM values and roles and further use a case study approach of an initiative at New Zealand Post designed to improve the engagement and performance of supervisory staff to understand the meaning of EE for the values and roles of the HRM function. The authors investigate these issues through a case study method based on primary and secondary data and 12 in-depth interviews with HR and line managers as well as team leaders in order to identify ways EE is perceived and addressed by the HR function.
This case study focuses on the dynamics of developing, implementing and evaluating a particular HR initiative focusing on EE and performance as well as employee voice to generate an integrated set of change proposals around areas such as work design, skills development and leadership support. The article is useful for my research topic as Arrowsmith and Parker provide besides definitions of EE, on what conditions HR should be concerned about EE and further present an example of an HR initiative to enhance EE.
The main limitation of the article is that the case study was based on a single initiative in one organization and restricted to supervisory employees whose view may not reflect the actual experiences of employees across the whole organization. Nonetheless, this case study raises the importance of high-level competencies for HR to enhance EE which is closely linked to business outcome. This article will form the basis of my research as it provides useful information on EE, its conditions for HR and their benefits for the company.
Sarangi, S. & Srivastava, R. K. (2012).
Impact of Organizational Culture and Communication on Employee Engagement: An Investigation of Indian Private Banks. South Asian Journal of Management, 19(3), 18-33. In this C-rated article Sarangi and Srivastava examine that organizational culture and communication have significant impact in predicting EE comprising of vigor, dedication and absorption.
The authors used data gained through a study involving 247 executives conducted in private banks of Indian origin with different educational background and from various managerial levels aiming to identify the role and impact of organizational culture and communication on facilitating the EE. Their research focuses on organizational and cultural drivers and variables which lead to EE. The article is useful to my research topic as Sarangi and Srivastava provide insights and methodology for measuring organizational culture, organizational communication and EE ithin the banking industry as well as managerial implications and recommendations. The main limitation of this article is that the study does not include foreign banks, thus the authors indicate that further research needs to incorporate banks of foreign origin including more variables under the theoretical framework as well as multiple measurement methods enhancing the justifiability of the theoretical model like focus group interviews, nominal group technique, etc. This article will not form the basis of my research; however it will be useful supplementary information for my research on EE within the banking industry.
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Abstract The authors (Chiu, Anderson, & Burkhammer, 2005) of the article present all the essential components of the research study. There will be a decrease in temperature in the newborn if having difficulties breastfeeding while having skin-to-skin contact with the mother. That was the inferred hypothesis. The method used to gather the information was a pretest-test-post test study design ...
Wefald, A. J. & Downey, R. G. (2009).
job engagement in organizations: fad, fashion, or folderol? Journal of Organizational Behavior, 30, 141-145. In this A*-rated article Wefald and Downey review recent literature on EE answering the question if job engagement in organizations is a fad, fashion, or folderol. Their research focuses on the differences between the academic and organizational view of engagement, identifying that the organizational view focuses on macro issues versus researchers focus on the micro view which might influence measurement and other methods.
The article is useful for my research topic as Wefald and Downey explore how organizations are using engagement. The main limitation of this article is that the literature review could have been further analysed in order to explain how EE could be influenced by HR practices. The authors highlight the need for resolving the gap between the academic and practical view on engagement. This article will not form the basis of my research; however it will be useful supplementary information for my research on the question on what conditions companies should concern about EE.
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Brand Management is a function of marketing that uses techniques to increase the perceived value of a product line or brand over time. Effective brand management enables the price of products to go up and builds loyal customers through positive brand associations and images or a strong awareness of the brand. Developing a strategic plan to maintain brand equity or gain brand value requires a ...
Shuck, B. , Reio, T. G. Jr. & S. Rocco, T. S. (2011).
Employee engagement: an examination of antecedent and outcome variables. Human Resource Development International, 14(4), 427-445. In this B-rated journal article Shuck, Reio and Rocco examine the relation between antecedents of EE and organizational outcomes. The authors use data gained through an Internet-based survey involving a heterogeneous sampling of 283 workers of organizations from service, technology, healthcare, retail, banking, non-profit, and hospitality fields in order to identify the essential onditions suggested to be antecedents of EE as well as performance-related outcomes aiming to provide Human Resource Development (HRD) scholars and practitioners with strategic leverage points to enhance EE. Their research focuses on the relation between the antecedent variables of job fit, affective commitment, and psychological climate with EE and the outcome variables discretionary effort and intention to turnover. The article is useful for my research topic as Shuck, Reio and Rocco demonstrate why companies should be concerned about and what they can gain through EE.
The main limitation of this article is that the data was generalized and could have been further analysed in order to explain the varying antecedents of EE and outcomes for a specific industry (i. e. banking).
The authors indicate that further research is needed to explore the influence and effect of cultural variables on antecedent and EE in different countries. This article provides useful supplementary information on the benefits of EE for a company. Rich, B. , Lepine, J. A. , & Crawford, E. R. (2010).
Job engagement: Antecedents and effects on job performance.
Academy Of Management Journal, 53(3), 617-635. In this A*-rated article Rich, Lepine and Crawford theorize job engagement, its atecedents and effects on job performance. The authors demonstrate this issue through a review of the literature on EE, focusing on Kahn’s (as cited in Rich, Lepine, & Crawford, 2010, p. 617) work to develop theory that positions engagement as a key mechanism explaining relationships among a variety of individual characteristics and organizational factors and job performance followed by a study of firefighters designed to test their theoretical model.
The Review on Employee Engagement Sheme
... organization that seeks to retain valued employees. This section will present the current thinking on the organizational and individual outcomes of employee engagement. 1.2.1 Organizational outcomes ... employee engagement, as a research focus on employees’ work engagement ... employee engagement was mention in an Academy of Management Journal article called “Psychological Conditions of Personal Engagement ...
The article is useful for my research topic as it provides practical implications for HR practitioners in order to enhance EE and job performance. The main limitation of this article is the insufficient generalizability of the results to other employees or jobs, thus the authors indicate that further, more extensive, research needs to be undertaken to develop a more in-depth understanding of practices that engender engagement among employees.
This article provides useful supplementary information on essential theory of EE. Gruman, J. A. & Saks, A. M. (2011).
Performance management and employee engagement. Human Resource Management Review, 21, 123-136. In this B-rated article Gruman and Saks present a model of the effective application of performance management processes that may enhance EE and performance and provide a new approach to the performance management process that includes EE andthe key drivers of EE at each stage by reviewing recent literature.
Their research focus on a coherent model and process for promoting the engagement of employees that goes beyond the use of engagement surveys that focus on aggregate levels of psychological engagement as self-reported by employees. The article is useful for my research topic as Gruman and Saks emphasize the limitations of the use of and participating in EE surveys for organizations. The main limitation of this article is the lack of a case study which supports the applicability of the new model.
Nontheless this article highlights the need to provide employees with support and resources to fully engage themselves in their job and the organization. This article provides useful supplementary information on EE surveys for organizations. Harter, J. K. , Schmidt, F. L. & Hayes, T. L. (2002).
Business-Unit-Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279.
In this A* journal article Harter, Schmidt and Hayes examine the relationship at the business-unit level between EE and the business-unit outcomes of customer satisfaction, productivity, profit, employee retention and safety. The authors use data gained through a meta-analysis of 42 studies based on 7,939 business units in 36 companies (3 companies of bank branch) conducted by the Gallup Organization in order to demonstrate that business-unit-level EE promotes the business-unit outcomes.
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The study is about the effects of job rotation in public or private sectors at United Arab Emirates. The sample taken from all employees of both private and public sectors at UAE is 100 including males or females using simple random sampling. Results show that job rotation has a positive impact on all dimensions according to the UAE organizations except for the “increased stress”. What do we ...
Their research focuses on the Gallup Workplace Audit (GWA) considering two broad categories of employee survey items which measure attitudinal outcomes and identifying issues within a manager’s control that influence attitudinal outcomes. The article is useful to my research topic, as the authors provide evidence that there is a linkage between EE and business outcomes which can be generalized across companies. The main limitation of this article is that it did not offer any recommendation for employers on how to enhance EE.
The authors indicate that further, more extensive, research needs to be undertaken to develop a more in-depth understanding of the reliability of business-unit outcomes and the test–retest reliability of business-unit-level measures of employee satisfaction–engagement. This article will not form the basis of my research; however it will be useful supplementary information for my research on the effects of EE. Soane, E. , Truss, C. , Alfes, K. , Shantz, A. , Reese, C. & Gatenby, M. (2013).
Development and application of a new measure of employee engagement: the ISA Engagement Scale. Human Resource Development International, 15(5), 529-547 In this B-rated article Soane, Truss, Alfes, Shantz, Reese and Gatenby investigate the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale) which is relevant to the field of Human Resource Development (HRD), as a comprehensive method of measuring employee reactions to their work environment, and as a tool for HR practitioners and employees to monitor engagement levels in relation to HRD interventions.
The authors use data gained through 2 studies in order to confirm internal reliability and demonstrate construct validity: the first study involved 278 questionnaires conducted by employees from a manufacturing organization who represented a range of occupational backgrounds including managers, administrators, skilled trades and machine operators. The second study examined data from 683 employees in a retail organization. Their research focuses on facets of engagement as well as three organizational outcomes: task performance, organizational citizenship behaviour (OCB) and turnover intentions.
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This article is useful to my research topic as Soane, Truss, Alfes, Shantz, Reese and Gatenby provide a tool for organizations, HRD scholars and practitioners to effectively assess the EE. The main limitation of the article is that the data gathering focused solely on organizations within the UK, thus the authors indicate that further research needs to test the ISA Engagement Scale in other organizational contexts and job roles. This article provides more in-depth information on specific survey methods in order to assess EE within an organization and shape theory and practice around individual and organizational outcomes.
Pati, S. (2012).
Development of a Measure of Employee Engagement. Indian Journal Of Industrial Relations, 48(1), 94-104 In this C-rated article Pati develops a multidimensional instrument to measure EE. The author used data gained trough 278 employee surveys from three different organizations across industries supported by expert reviews (one faculty member and three doctoral students) in order to confirm internal reliability and demonstrate construct validity of the measurement tool.
The research focus on a behavioral perspective of engagement as well as a qualitative methodology, further Pati argued that only psychologically enabled employees can be engaged which in turn manifests as Passionate Task Pefrormance (PTP) and Organizational Citizenship Behavior (OCB).
This article is useful for my research topic as Pati provides an instrument to measure EE which can be used as a survey for the head of HR. The main limitation of the article is that the organizations and type of industries in which the surveys were conducted have been disguised and therefore limits its comparability with other research.
However, the author indicates that further identification and empirical examination of different antecedents and consequences for each of the subscales must be done to generate decisive evidence for discriminant validity. This article provides useful supplementary information on EE surveys and methods to measure EE. Xu, J. & Thomas, H. C. (2011).
How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), 399-416. In this B-rated article Xu and Thomas investigate the evidence for leadership as a key antecedent of engagement and the link between leader behaviors and EE.
Research was conducted with a large New Zealand insurance organization, the authors use data gained through a pilot study involving 236 employee ratings for their immediate managers (42 managers in total were rated) using the JRA 360-degree feedback measure as a factor analysis, subsequently, a linkage analysis (178 employees) was conducted to establish the relationship of the resultant leadership factors with JRA’s employee engagement measure. Their research focuses on three factors emerged from the JRA 360: supports team, performs effectively and displays integrity.
The article is useful to my research topic as Xu and Thomas demonstrate that leadership behaviors and skills are associated with EE which therefore could be another reason why the bank should be concerned about EE. The main limitation of the article is that that the overall methodology could have been supplemented with interviews. The authors indicate that further research is needed to assess the generalizability of the findings, and to establish causality. This article provides more in-depth information on specific antecedents of EE.
Bakker, A. B. , Albrecht, S. L. & Leiter, M. P. (2011).
Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20(1), 4-28 In this B-rated article Bakker, Albrecht and Leiter discuss the concept of EE and review research on its most important antecedents in order to formulate 10 key questions and shape a research agenda for engagement. The authors focus on the categories of ‘‘what we know’’ and ‘‘what we don’t know’’ about EE by answering the following questions: ‘How should we conceptualize engagement? , ‘How should we best measure engagement? ’, ‘Are there fluctuations in engagement across the working week? ’, ‘What is a ‘‘climate for engagement’’? ’, ‘Can leaders influence follower engagement? ’, ‘Is engagement contagious? ’, ‘Do engaged employees conserve their own work engagement? ’, ‘Is there a dark side of engagement? ’, ‘Is engagement related to health? ’, ‘What are effective interventions for engagement? ’. The article is useful for my research topic as it provides a structured overview over the recent literature on EE.
The main limitations of this article is that it only provides a literature review without considering practical examples on EE in a business environment. The authors highlight that engagement researchers and practitioners need to be seen to be making a positive difference in organizational contexts. This article provides useful supplementary information on EE and could be used as a guide for further research as it adresses main topics of EE. Robertson, I. T. & Cooper, C. L. (2009).
Full engagement: the integration of employee engagement and psychological well-being.
Leadership & Organization Development Journal, 31(4), 324-336. In this C-rated article Robertson and Cooper introduce the concept of “full engagement” proposing that EE is more likely to be sustainable when employee well-being is also high. Research evidence covering the separate concepts is reviewed and evidence of the benefits that EE and well-being have on organizations is presented. Their research focuses on a broader conception of engagement which includes employee well-being, as a basis for building sustainable benefits for individuals and organizations.
This article is useful for my research topic as the authours demonstrate why companies should be concerned about and what they can gain through EE. The main limitation of this article is that the overall methodology could have been supplemented with more practical examples. The authors indicate that further empirical research is needed to develop a more in depth understanding of EE and well-being is needed to validate and develop the propositions put forward in this article.
This article provides useful supplementary information on the sustainability of EE within an organization. 3. Analysis The above articles illustrate the diversity of context and content of EE. The key findings of these articles, which include evidence-based practical recommendations for HRD and HR practitioners, are critically evaluated and thematically presented below. This is followed by the identification of recommendations. Employee Engagement Bakker, Albrecht and Leiter (2011, p. ) define EE as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption and further suggest EE captures how workers experience their work: as stimulating and energetic and something to which they really want to devote time and effort (the vigour component); as a significant and meaningful pursuit (dedication); and as engrossing and something on which they are fully concentrated (absorption; Bakker, Albrecht and Leiter 2011, p. 5).
This aligns with the definition of Arrowsmith and Parker (2013) for EE who further note that EE is vital and everyday part of the vocabulary of human resource management (HRM).
The concept of EE was developed by Kahn(1990), who points out that EE concerns the degree to which individuals make full use of their cognitive, emotional, and physical resources to perform role-related work (Kahn as cited in Xu & Thomas, 2011).
There appears to be some congruence in terms of the definition of EE among the 12 articles, as all articles base their definition of EE first on Kahn’s ethnographic study and then derive their own definitions for EE.
Value and Benefits of employee engagement There are two main themes which surface from the literature on EE. The first theme is the abundance of available information relating to humanistic reasons for pursuing engagement. While Xu and Thomas (2011, p. 400) emphasize that engaged employees have an energetic, enjoyable, and effective connection with their work, Bakker, Albrecht and Leiter (2011, p. 5) further admit because of their positive attitude and activity level, engaged employees create their own positive feedback, in terms of appreciation, recognition, and success.
They further support this view by claiming that engaged employees perceive their work as fun and are highly energetic, self-efficacious individuals who exercise influence over events that affect their lives. Rich, Lepine and Crawford (2010, p. 620) further support investments of emotional energies also help individuals meet the emotional demands of their roles in a way that results in more complete and authentic performance. The second theme refers to the commercial incentives of EE. These incentives are found to be directly comparable as they are either expressed in similar terms or draw the same conclusion.
