Newest Material Added To The Performance Management and Appraisal Reference Library

ENGAGEMENT, VIGOR, and MENTAL ABILITY An examination of student engagement, vigor, academic satisfaction, and cognitive ability

By na - ENGAGEMENT, VIGOR, and MENTAL ABILITY An examination of student engagement, vigor, academic satisfaction, and cognitive ability.-- ^{Newest Additions} (Added: 1-Feb-2010 Hits: 184 )

Engagement Surveys: Gallup and Best Companies face criticism

By Peter Crush - Two of the most prestigious models for measuring engagement have been singled out for harsh criticism. Is it justified and what are the alternatives? Peter Crush talks to the main players ^{Newest Additions} (Added: 1-Feb-2010 Hits: 170 )

Employee Engagement: Bad for Your Health? - BusinessWeek

By Matthew Boyle - Not really a criticism here, but a sense that we need to look at healthy engagement: Gebauer said her firm is starting to explore the concept of healthy engagement, where employees give their all while employers focus on their overall well-being, as opposed to unhealthy engagement, where employees risk burnout. The consultancy is even developing an index to measure this phenomenon across its client base, which I've dubbed the Misery Meter, although I'm sure Towers Perrin will come up with a more marketable moniker. ^{Newest Additions} (Added: 1-Feb-2010 Hits: 201 )

Beyond Engagement: Toward a Framework and Operational Definition for Employee Work Passion

By Zigarmi - (this is just the abstract) The purpose of this article is to respond to the lack of consistency in the academic and practitioner literature regarding the construct of employee engagement and to offer a platform for the research and use of a refined construct called employee work passion. This article analyzes the differences between the concepts of engagement of the two groups of writers and proposes a new definition and framework based on social cognitive theory. Three recommendations are made for human resource development researchers and practitioners who seek to improve both the data and the strategies used in constructing engagement or work passion surveys. Engagement or passion surveys should (a) specifically and convincingly assess the affective components of the appraisal process, (b) differentiate descriptive cognitions and intentions, and (c) separate and corroborate intentions from behaviors. ^{Newest Additions} (Added: 1-Feb-2010 Hits: 148 )

EMPLOYEE ENGAGEMENT: CONCEPTUAL ISSUES

By Beverly and Philip Little - The authors of this article explore the construct of employee engagement, which has received considerable press recently in management literature and practice. Our research explores questions concerning how the construct employee engagement is defined and how it compares and contrasts with other existing, well-validated constructs. We discuss positives and negatives of employee engagement research and the application of the construct to organizational outcomes. Many organizations now measure their employees level of engagement and to attempt to increase those levels of engagement because they believe that doing so will improve productivity, profitability, turnover and safety. We encourage users of the construct to continue research on employee engagement in order for both academics and practitioners to better understand what they are measuring and predicting. ^{Newest Additions} (Added: 1-Feb-2010 Hits: 162 )

The Meaning of Employee Engagement

By Macey and Schneider - The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys. ^{Newest Additions} (Added: 1-Feb-2010 Hits: 132 )

Antecedents and consequences of employee engagement (Abstract ONLY)

By na - Findings %u2013 Results indicate that there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both job and organization engagement; job characteristics predicts job engagement; and procedural justice predicts organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and job satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior. Originality/value %u2013 This is the first study to make a distinction between job and organization engagement and to measure a variety of antecedents and consequences of job and organization engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement and speculation that it might just be the latest management fad. ^{Newest Additions} (Added: 1-Feb-2010 Hits: 178 )

Workaholism, Burnout, and Work Engagement: Three of a Kind or Three Different Kinds of Employee Well-being?

By Wilmar B. Schaufeli - The present study investigated in a sample of 587 telecom managers whether workaholism, burnout, and work engagement—the supposed antipode of burnout—can be distinguished empirically. These three concepts were measured with existing, validated multi-dimensional questionnaires. Structural equation modeling revealed that a slightly modified version of the hypothesised model that assumed three distinct yet correlated constructs—burnout, engagement, and workaholism—fitted the data best. Multiple regression analyses revealed that these three concepts retained unique hypothesised patterns of ... hours, (2) job characteristics, (3) work outcomes, (4) quality of social relationships, and (5) perceived health, respectively. In sum, our analyses provided converging evidence that workaholism, burnout, and engagement are three different kinds of employee well-being rather than three of a kind. ^{Newest Additions} (Added: 1-Feb-2010 Hits: 84 )