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• W134688709 abstract "Introduction In the world of business management, the term is extremely popular. The reason behind its popularity is the widely held belief that an engaged employee is a more satisfied, committed and loyal worker. Such a worker, it is further believed, advocates the cause of the organization by (a) speaking well about it, (b) staying with the organization, and (c) striving to work hard beyond the call of duty. Employee engagement, therefore, is seen by the practitioners as bringing clear business advantage and real competitive advantage. As Robinson, Perryman & Hayday (2004) have suggested, engagement is big in the HR consultancy market, yet there is a dearth of academic research in this area. In the absence of systematic and sustained research on the subject, there is no consensus over either the meaning or the measurement of the construct. This paper attempts to highlight the diversity of meanings and, consequently, the measurements of the engagement construct. Based on the insights derived from various approaches, a new questionnaire to measure employee engagement was developed and used to carry out the study on which this paper is based. What is Employee Engagement? In Table 1 are listed in chronological order a number of definitions and meanings of the employee engagement construct. The authors of these definitions are academic scholars, researchers from the HR consultancy firms, and practitioners of management. Taken together, these definitions/descriptions indicate a wide variety of meanings of the employee engagement construct. For some, it means a positive emotional and/or cognitive attitude towards one's work role, while for others it refers to employee behavior in terms of better performance at work. For still others, an engaged employee is the one who has not only a positive attitude towards his work but also performs better than a non-engaged employee. Yet another source of diversity of meanings is because of the apparent lack of agreement over the point on which the construct is focused. For some, the focal point is the work role, for others it is the organization, while for still others it is both the work role and the organization. Given the multiplicity of its meanings, it is clear that employee engagement has yet to emerge as a meaningful scientific construct such as job involvement, organizational commitment and organizational citizenship behavior with which it has considerable overlap. It is apparently because of these reasons that academic scholars have by and large shied away from undertaking research using employee engagement as a measure of employee attitude and/or behavior. Despite the limitations mentioned above, well known scholars such as Kahn (1990), Schaufeli et al. (2002), Robinson, Perryman & Hayday (2004), May, Gilson & Harter (2004) and Saks (2006), to mention just a few of them, have developed questionnaires and carried out important studies on this subject. Inspired by the contributions of these scholars, the first author of this article has launched a program of research on employee engagement in India. The exploratory study on which this paper is based is part of a series of such studies, which are aimed at ascertaining the level of employee engagement in different types of organizations and also to identify the predictors thereof. Following Colbert et al. (2004), we consider employee engagement as a high internal motivational state which is reflected in positive feelings and attitudes of an employee towards his job and the organization (Saks, 2006; Wellins & Councelman, 2007). [ILLUSTRATION OMITTED] Theoretical Underpinnings May, Gilson & Harter (2004) are possibly the only scholars who have tried to empirically test the model proposed by Kahn (1990). This is how they have explained the observed relationships which are supportive of Kahn's model: Maslach et al. …" @default.
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• W134688709 date "2013-07-01" @default.
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• W134688709 title "Employee Engagement Predictors in the Indian Segment of a Global Media Organization" @default.
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