Employee engagement

1. EMPLOYEE ENGAGEMENT

2. THE THEORTICAL MODEL OF
ANTECEDENTS AND OUTCOMES
OF
EMPLOYEE ENGAGEMENT
SOWATH RANA, ALEXANDRE ARDICHVILI AND OLEKSANDR TKACHENKO

3. WHAT IS EMPLOYEE ENGAGEMENT
• AN EMPLOYEE’S COGNITIVE, EMOTIONAL, BEHAVIORAL STATE
DIRECTED TOWARD DESIRED ORGANIZATIONAL OUTCOMES.
• DAVID MACLEOD: “THIS IS ABOUT HOW WE CREATE
THE CONDITIONS IN WHICH EMPLOYEES OFFER
MORE OF THEIR CAPABILITY AND POTENTIAL”.

4. IMPORTANCE OF EMPLOYEE ENGAGEMENT
PREDICT BOTH
• INDIVIDUAL EMPLOYEE OUTCOMES
• AND ORGANIZATIONAL LEVEL SUCCESS AND
• FINANCIAL PERFORMANCE
• HELP TO REDUCE TURNOVER
(MACEYAND SCHNEIDER, 200)

5. WHAT IS SPECIAL IN THIS STUDY??
• THIS STUDY CAN MAKE A CONTRIBUTION TO THE LITERATURE ON ENGAGEMENT.
• ITS FINDINGS WILL OFFER IMPORTANT IMPLICATIONS FOR BOTH HRD RESEARCHERS
AND PRACTITIONERS.
• PROVIDE THEORETICAL FRAMEWORK OF THE ANTECEDENTS AND OUTCOMES OF
ENGAGEMENT
• DUBIN’S THEORY-BUILDING METHODOLOGY

6. DUBIN’S METHOD:
• DUBIN’S (1978) THEORY IS COMPREHENSIVE THEORY-BUILDING METHODS IN
APPLIED FIELDS SUCH AS
• MANAGEMENT,
• MARKETING, AND
• HUMAN RESOURCE DEVELOPMENT
(ARDICHVILI ET AL., 2003; CHERMACK, 2004; LYNHAM, 2002A).
• DUBIN’S APPROACH IS THE MOST STRUCTURED, DETAILED, AND COMPREHENSIVE
METHOD AVAILABLE.

7. DUBIN’S METHOD CAN BE DIVIDED INTO TWO
PARTS:
THEORETICAL PART
• SUCCESSFUL
COMPLETION OF THE
FIRST PART RESULTS IN A
CONCEPTUAL
FRAMEWORK OF THE
THEORY
RESEARCH OPERATION PART
• EMPIRICALLY VERIFIED
AND TRUSTWORTHY
THEORY

8. FIRST PART OF DUBIN’S THEORY
Units
laws of interaction
boundaries
system states
propositions of the theory

9. STEP 5: PROPOSITIONS OF A THEORETICAL
MODEL OF EMPLOYEE ENGAGEMENT

10. WHAT IS PREPOSITION??
• TRUTH STATEMENT ABOUT A MODEL WHEN THE MODEL IS FULLY SPECIFIED IN
ITS UNITS, LAWS OF INTERACTION, BOUNDARY, AND SYSTEM STATES.
• PROPOSITIONS CONCERN THE WAYS IN WHICH THE MODEL ARE APPLIED AND ARE
SUBJECTTO EMPIRICAL TESTING

11. WE FORMULATED EIGHT SETS OF
PROPOSITIONS
• P1. JOB DESIGN AND CHARACTERISTICS ARE ASSOCIATED WITH EMPLOYEE
ENGAGEMENT.
• P2A. SUPERVISOR RELATIONSHIPS ARE RELATED TO HIGH LEVELS OF EMPLOYEE
ENGAGEMENT.
• P2B. CO-WORKER RELATIONSHIPS ARE RELATED TO HIGH LEVELS OF EMPLOYEE
ENGAGEMENT.

12. • P3. WORKPLACE ENVIRONMENT, SUCH AS ADEQUATE PHYSICAL RESOURCES,
SAFETY, SUPPORTIVE WORKPLACE CLIMATE, AND COLLECTIVELY ENGAGED
WORKPLACE, IS POSITIVELY ASSOCIATED WITH EMPLOYEE ENGAGEMENT.
• P4. EMPLOYEE PERCEPTIONS OF HRD PRACTICES ARE ASSOCIATED WITH
EMPLOYEE ENGAGEMENT.

13. • P5A. THE RELATIONSHIP BETWEEN JOB DESIGN AND CHARACTERISTICS AND
EMPLOYEE ENGAGEMENT IS MODERATED BY INDIVIDUAL CHARACTERISTICS.
• P5B. THE RELATIONSHIP BETWEEN SUPERVISOR AND CO-WORKER RELATIONSHIPS
AND EMPLOYEE ENGAGEMENT IS MODERATED BY INDIVIDUAL CHARACTERISTICS.
• P5C. THE RELATIONSHIP BETWEEN WORKPLACE ENVIRONMENT AND EMPLOYEE
ENGAGEMENT IS MODERATED BY INDIVIDUAL CHARACTERISTICS.
• P5D. THE RELATIONSHIP BETWEEN HRD PRACTICES AND EMPLOYEE ENGAGEMENT
IS
MODERATED BY INDIVIDUAL CHARACTERISTICS.

14. • P6A. THE RELATIONSHIP BETWEEN JOB DESIGN AND CHARACTERISTICS AND
EMPLOYEE ENGAGEMENT IS MODERATED BY JOB DEMANDS.
• P6B. THE RELATIONSHIP BETWEEN SUPERVISOR AND CO-WORKER RELATIONSHIPS
AND EMPLOYEE ENGAGEMENT IS MODERATED BY JOB DEMANDS.
• P6C. THE RELATIONSHIP BETWEEN WORKPLACE ENVIRONMENT AND EMPLOYEE
ENGAGEMENT IS MODERATED BY JOB DEMANDS.
• P6D. THE RELATIONSHIP BETWEEN HRD PRACTICES AND EMPLOYEE ENGAGEMENT
IS MODERATED BY JOB DEMANDS.

15. • P7. EMPLOYEE ENGAGEMENT IS POSITIVELY RELATED TO JOB PERFORMANCE.
• P8. EMPLOYEE ENGAGEMENT IS INVERSELY RELATED TO EMPLOYEE TURNOVER
INTENTION.
• P9. EMPLOYEE ENGAGEMENT IS POSITIVELY RELATED TO EMPLOYEE
ORGANIZATIONAL CITIZENSHIP BEHAVIOR.

16. Job Design &
characteristics P1
• Challenging work
Supervisor & CO-
Worker Relation
P2a,P2b
• Supportive relation
Workplace
Environment
• Physical resources
• collective engaged
workplace P3
HRD Practices P4
• Organization Dev
• Training & dev
• Career Dev
Job Design
P6a,P6b,P6c,P6d
• Workload
• Peer pressure
Individual
Characteristics
• High self esteem
• Optimism
P5a,P5b,P5c,Pbd
Employee
Engageme
nt
• Job
performance
P7
Reduce
TurnoverP8
OCB P9

17. UNITS OF THE THEORY
• UNITS OF A THEORY REFERS TO THE
CONCEPTS, BASIC IDEAS, OR BUILDING
BLOCKS THAT MAKE-UP THE
THEORY(DUBRIN, 1978).
• THE UNITS ARE THE “THINGS OUT OF WHICH
THE THEORY IS BUILT” OR RAW CONCEPTUAL
FRAMEWORK ON WHICH THEORY BASED
(LYNHAM, 2002).

18. SELECTION OF THE UNITS
• ACCORDING TO DUBIN (1978), IN
PRINCIPLE THERE ARE NO RESTRICTIONS
ON THE SELECTION OF THE UNITS THAT
MAKE UP A THEORY.
• FOR INSTANCE, WOLLARD AND SHUCK
(2011) IDENTIFIED A STAGGERING 42
ENGAGEMENT ANTECEDENTS EITHER
EVIDENCED BY EMPIRICAL RESEARCH
OR PROPOSED BY SCHOLARS.

19. CONTI.…
• THEORY IS BUILT ON THE FOUNDATIONAL THEORIES
AND MODELS OF ENGAGEMENT – KAHN’S (1990)
PSYCHOLOGICAL CONDITIONS OF ENGAGEMENT, THE
JOB DEMANDS-RESOURCES MODEL (E.G. SCHAUFELI
AND BAKKER, 2004), AND MACEY AND SCHNEIDER’S
(2008) FRAMEWORK – AS WELL AS OTHER PROMINENT
STUDIES AND FRAMEWORKS.

20. JOB DESIGN AND JOB CHARACTERISTICS
• KAHN (1990) PROPOSED THREE MAIN
PSYCHOLOGICAL CONDITIONS THAT
INFLUENCED PEOPLE’S ENGAGEMENT
AND DISENGAGEMENT AT WORK;
1. PSYCHOLOGICAL MEANINGFULNESS
2. PSYCHOLOGICAL SAFETY AND
3. PSYCHOLOGICAL AVAILABILITY.

21. CONTI….
•PSYCHOLOGICAL
MEANINGFULNESS CAN BE
UNDERSTOOD AS ONE’S FEELING
OF BEING “WORTHWHILE, USEFUL,
AND VALUABLE”.
• MEANINGFULNESS HAS BEEN
SHOWN TO RELATE TO MANY

22. CONTI…..
• A PERSON’S JOB ALSO NEEDS TO BE
DESIGNED IN SUCH A WAY THAT
PROVIDES ADEQUATE COMPENSATION,
REWARDS, AND RECOGNITION TO THE
INDIVIDUAL (FAIRLIE, 2011; SAKS, 2006
• A MODEL OF ENGAGEMENT IN WHICH
THE TWO KEY DRIVERS OF
ENGAGEMENT – PERSON-JOB AND
PERSON-ORGANIZATION FIT.

23. SUPERVISOR AND CO-WORKER
RELATIONSHIPS• KAHN (1990) MAINTAINED THAT ONE’S
PSYCHOLOGICAL SAFETY REFERRING TO
THEIR SENSE OF BEING ABLE TO SHOW AND
DO THINGS WITHOUT FEAR OF LOSING
REPUTATION, STATUS, OR CAREER IS VASTLY
INFLUENCED BY THEIR INTERPERSONAL
RELATIONSHIPS, GROUP AND INTERGROUP
DYNAMICS, AS WELL AS MANAGEMENT
STYLE AND PROCESS.

24. CONTI….
• “TRY AND PERHAPS TO FAIL WITHOUT
FEARING THE CONSEQUENCES”.
• VOICE THEIR IDEAS – “CONSTRUCTIVE
RATHER DESTRUCTIVE”.
• CO-WORKER SOCIAL SUPPORT IS ALSO A
SIGNIFICANT COMPONENT OF BAKKER ET
AL.’S (2006) DEDICATION-VIGOR-ABSORPTION
MODEL OF WORK ENGAGEMENT.

25. WORKPLACE ENVIRONMENT
• CONSISTING OF COLLEAGUES AND
SUPERVISORS, ORGANIZATIONAL POLICIES
AND PROCEDURES, PHYSICAL RESOURCES,
AND OTHER INTANGIBLE ELEMENTS SUCH AS
SUPPORTIVE WORK CLIMATE AND
PERCEIVED LEVELS OF SAFETY, THE
WORKPLACE ENVIRONMENT IS INTEGRAL TO
HAVING ENGAGED EMPLOYEES (SHUCK ET
AL., 2010).

26. CONTI….
• RECOMMENDED WORKPLACE
CLIMATE THAT IS POSITIVE,
EMPOWERING, SAFE, AND
MEANINGFUL FOR EMPLOYEES.
• SAKS’ (2006) STUDY INDICATED THAT
POS PREDICTS BOTH JOB AND
ORGANIZATION ENGAGEMENT.

27. HRD PRACTICES
•REFERRING TO THE ACTIVITY OR
PROCESS OF IMPROVING
ORGANIZATIONAL PERFORMANCE
THROUGH DEVELOPING HUMAN
KNOWLEDGE, EXPERTISE,
PRODUCTIVITY, AND SATISFACTION
(MCLEAN).

28. CONTI….
• HRD PRACTICES COVER A WIDE VARIETY
OF ISSUES, INCLUDING
• EMPLOYEE TRAINING AND
DEVELOPMENT
• CAREER DEVELOPMENT
• KNOWLEDGE MANAGEMENT
• ORGANIZATIONAL CHANGE AND
• QUALITY IMPROVEMENT.

29. EMPLOYEE ENGAGEMENT
• EMPLOYEE ENGAGEMENT TO REFER
TO EMPLOYEES’ COGNITIVE,
EMOTIONAL, AND PHYSICAL STATE
THAT IS INFLUENCED BY CERTAIN
ANTECEDENTS (AS DISCUSSED
THROUGHOUT THE PAPER).

30. PERFORMANCE
• “THE VALUED PRODUCTIVE OUTPUT
OF A SYSTEM IN THE FORM OF GOODS
OR SERVICES” (SWANSON AND
HOLTON, 2009).
• ATTITUDINAL OUTCOMES (SUCH AS
SATISFACTION, MOTIVATION, AND
TURNOVER COGNITIONS).

31. CONTI….
• BEHAVIORAL OUTCOMES (SUCH AS
PERFORMANCE AND ABSENTEEISM).
• THE 20 STUDIES REVIEWED BY
SCHOLARS EMPLOYED VARIOUS
CHARACTERISTICS OF PERFORMANCE
E.G;
• FORMAL ROLE REQUIREMENTS OF
EMPLOYEES
• EXTRA ROLE ACTIVITIES

32. TURNOVER INTENTION
• TURNOVER INTENTION REFERS TO AN
INDIVIDUAL’S SUBJECTIVE
CONSIDERATION OF THE PROBABILITY
THAT THEY WILL QUIT THEIR
ORGANIZATION IN THE NEAR FUTURE
(CARMELI AND WEISBERG, 2006).

33. ORGANIZATIONAL CITIZENSHIP BEHAVIOR
• (OCB) IS DEFINED AS INDIVIDUAL
DISCRETIONARY BEHAVIOR THAT IS NOT
“DIRECTLY OR EXPLICITLY RECOGNIZED”
BY THE ORGANIZATION’S REWARD
SYSTEM BUT OVERALL, CONTRIBUTES
TO THE EFFECTIVE FUNCTIONING OF
THAT ORGANIZATION (ORGAN).

34. CONTI….
• SOANE ET AL. (2012) PROPOSED THAT
OCBS ARE A POTENTIAL OUTCOME OF
ENGAGEMENT BECAUSE ENGAGED
EMPLOYEES TEND TO HAVE A
POSITIVE AFFECT AND ARE
MOTIVATED TO EXHIBIT “BENEFICIAL”
BEHAVIORS.

35. JOB DEMANDS
• JOB DEMANDS REFER TO THE PHYSICAL,
PSYCHOLOGICAL, SOCIAL, OR
ORGANIZATIONAL FACTORS THAT REQUIRE
“SUSTAINED PHYSICAL AND/OR
PSYCHOLOGICAL” EFFORT ON THE
EMPLOYEES’ PART AND THEREFORE ARE
THOUGHT TO BE ASSOCIATED WITH CERTAIN
PHYSIOLOGICAL OR PSYCHOLOGICAL COSTS
(SCHAUFELI AND BAKKER 2004).

36. CONTI….
• JOB DEMANDS HINDERENCES
• EMPLOYEE’S PROGRESS TOWARDS
ENGAGEMENT
• EMOTIONAL OVERLOAD AND HIGH
EXPECTATIONS CAUSE BURNOUT
• STRESSORS ANXIETY, BURNOUT, OR
EVEN DEPRESSION IF EMPLOYEES
INVEST TOO MUCH EFFORT.

37. INDIVIDUAL CHARACTERISTICS
•THERE IS LITTLE DOUBT THAT
INDIVIDUALS HOLD CERTAIN
ASSUMPTIONS ABOUT THEIR WORK
AND HAVE DIFFERENT PERSONAL
CHARACTERISTICS THAT RESULT
IN DIFFERENT BEHAVIORAL
OUTCOMES (SHUCK ET AL 2010).

38. CONTI….
•CHARACTERISTICS COULD BE
“VERY POWERFUL” IN IMPACTING
THEIR LEVEL OF ENGAGEMENT AT
WORK.
•PROACTIVE PERSONALITY
•CONSCIENTIOUSNESS

39. CONTI….
•PERSONALITY
•SELF-EFFICACY
•HIGH ACHIEVEMENT ORIENTATION

40. CONCLUSION & FUTURE IMPLICATION
• WE DEVELOPED A THEORETICAL MODEL OF THE ANTECEDENTS AND OUTCOMES
OF EMPLOYEE ENGAGEMENT.
• THE SIGNIFICANCE OF THIS ARTICLE IS THAT IT OFFERS A LOGICAL GROUND ON
WHICH EMPIRICAL INDICATORS AND HYPOTHESES COULD BE IDENTIFIED AND
TESTED SO AS TO VERIFY THE THEORY.

41. CONT…
• NEXT THREE PHASES OF DUBIN’S (1978) METHODOLOGY,
• “EMPIRICALLY VERIFIED AND TRUSTWORTHY”
• AS FAR AS HRD PRACTICE IS CONCERNED,
• ANOTHER PRACTICAL IMPLICATION OF THE MODEL IS THAT MANAGERS MAY
CONSIDER PROVIDING EMPLOYEES WITH RESOURCES AND BENEFITS THAT WOULD
INSTIGATE A RECIPROCITY NORM AMONG THEM

42. CONT……
• DEVELOPING A SUPPORTIVE AND TRUSTING WORK ENVIRONMENT MAY BE
ANOTHER ITEM ON THE LEADERS’ AGENDA. THIS MAY BE ACHIEVED THROUGH
ENCOURAGING
EMPLOYEES TO SOLVE WORK-RELATED PROBLEMS ON THEIR OWN, DEVELOP NEW
SKILLS, AND
PARTICIPATE IN THE DECISION-MAKING PROCESS, AND TREATING EMPLOYEES
FAIRLY