Thriving Employee Engagement: A Scoping Review
Keywords:
employee engagement, self-efficacy, performance, organizational commitment
Abstract
In the last two decades, scholars and practitioners have paid close attention to employee engagement. Human Resource (HR) managers believe that engaged workers will willingly contribute beyond their job requirements for the organization, becoming a significant resource for business success. The employee engagement is one of the top three HR program goals that must be taken into account. A high degree of engagement is a conditio sine qua non to achieve a sustained competitive advantage. This present review article aims to identify several factors of antecedents and consequences of employee engagement to support future researches. The method used is a scoping (literature) review presented in a narrative manner.
References
Abdullahi, M., Raman, K., & Solarin, S. (2021). Effect of organizational culture on employee performance: A mediating role of employee engagement in Malaysia educational sector. International Journal of Supply and Operations Management, 8(3), 232-246.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W. H., & Saks, A.M. (2015). Employee engagement, human resource management practices and competitive advantage: an integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Alfes, K., Shantz, A.D., Truss, C., & Soane, E.C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Anderson, S., Allen, P., Peckham, S. & Goodwin, N. (2008). Asking the right questions: scoping studies in the commissioning of research on the organisation and delivery of health services, Health Res Policy Syst, (6)7.
Anh, J., Lee, S., & Yun, S. (2016). Leaders’ core self-evaluation, ethical leadership, and employees’ job performance: The moderating role of employees’ exchange ideology. Journal of Business Ethics, 1-14.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63 (3), 308-323.
Bal, P.M., Kooij, D.T., & De Jong, S.B. (2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), 545-572.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
Bersin, J. (2014). Why companies fail to engage today’s workforce: The overwhelmed employee, dalam Forbes, 15 Maret 2014. http://www.forbes.com/sites/joshbersin/2014/03/15/why-companies-fail-to-engage-todays-workforce-the-overwhelmed-employee/#1107ffe42b94. Akses 28 Maret 2022.
Carter, W. R., Nesbit, P.L., Badham, R.J., Parker, S.K., & Sung, L.K. (2018). The effects of employee engagement and self-efficacy on job performance: a longitudinal field study. The international journal of human resource management, 29(17), 2483-2502.
Crawford, E.R., LePine, J.A., & Rich, B.L. (2010). Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71(3), 500-507.
Gruman, J.A. & Saks, A.M. (2011). Performance management and employee engagement. Human Resource Management Review, 21, 123-136.
Hanaysha, J. (2016). Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia – Social and Behavioral Sciences, 229(August), 289-297.
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, 268-279.
He, H., Pham, H.Q., Baruch, Y., & Zhu, W. (2014). Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment. The International Journal of Human Resource Management, 25(20), 2772-2795.
Hoxsey, D. (2010). Are happy employees healthy employees? Researching the effects of employee engagement on absenteeism. Canadian Public Administration, 53(4), 551-571.
Ichrakie, F. (2013). Intangible resources and organisational success[:] A resource-based study. The International Journal of Management, 2(3), 61-77.
James, J.B., McKechnie, S., & Swanberg, J. (2011). Predicting employee engagement in an age‐diverse retail workforce. Journal of Organizational Behavior, 32(2), 173-196.
Jeung, C.W. (2011). The concept of employee engagement: A comprehensive review from a positive organizational behavior perspektive. Performance Improvement Quarterly, 24(2), 49-69.
Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.
Kahn, W.A. (1992). To be fully there: Psychological presence at work. Human Relations, 45(4), 321-349.
Ladd, D. & Henry, R.A. (2000). Helping coworkers and helping the organization: The role of support perceptions, exchange ideology, and conscientiousness. Journal of Applied Social Psychology, 30(10), 2028-2049.
Lianto, Eliyana, A., & Fauzan, R. (2018). Enhancing the employee engagement: The mediating role of exchange ideology. Jurnal Pengurusan, 53, 61-71.
Lin, C.P. (2007). To share or not to share: modeling knowledge sharing using exchange ideology as a moderator. Personnel Review, 36(3), 457-475.
Lips-Wiersma, M., & Mills, A.J. (2014). Understanding the basic assumptions about human nature in workplace spirituality: Beyond the critical versus positive divide. Journal of Management Inquiry, 23(2), 148-161.
Ludwig, T.D., & Frazier, C.B. (2012). Employee engagement and organizational behavior management. Journal of Organizational Behavior Management, 32(1), 75-82.
Luthans, F. & Peterson, S.J. (2002). Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development. Journal of Management Development, 21(5), 376-387.
Macey, W.H. & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology,1, 3-30.
Maslach, C., Schaufeli, W.B. & Leiter, M.P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
May, D.R., Gilson, R.L., & Harter, L.M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37.
Mercer, M., Carpenter, G., & Wyman, O. (2007). Engaging employees to drive global business success. Journal of Applied Psychology, 87(2), 268-279.
Munn, Z., Peters, M.D., Stern, C., Tufanaru, C., McArthur, A., & Aromataris, E. (2018). Systematic review or scoping review? Guidance for authors when choosing between a systematic or scoping review approach, BMC Med Res Methodol, (18)1, pp. 143.
Nair, M.S. & Salleh, R. (2015). Linking performance appraisal justice, trust, and employee engagement: A conceptual framework. Social and Behavioral Sciences, 211, 1155-1162.
Ndoro, T., & Martins, N. (2019). Employee engagement at a higher education institution in South Africa: Individual, team and organisational levels. Journal of Psychology in Africa, 29(2), 121-125.
Orpen, C. (1994). The effects of exchange ideology on the relationship between perceived organizational support and job performance, The Journal of Social Psychology, 134(3), 407-408.
Pandita, S. & Singhal, R. (2017). The influence of employee engagement on the work-life balance of employee in the IT sector. Journal of Organizational Behavior, 16(1), 38-57.
Pawar, B.S. (2008). Two approaches to workplace spirituality facilitation: A comparison and implications. Leadership and Organization Development Journal, 29(6), 544-567. DOI: 10.1108/01437730810894195.
Pazy, A., & Ganzach, Y. (2010). Predicting Committed Behavior: Exchange Ideology and Pre‐entry Perceived Organisational Support. Applied Psychology, 59(2), 339-359.
Ratanjee, V. & Emond, L. (2013). Why Indonesia Must Engage Younger Workers. http://www.gallup.com/businessjournal/166280/why-indonesia-engage-younger-workers.aspx . Diakses pada tanggal 22 Maret 2023.
Ravlin, E.C., Liao, Y., Morrell, D.L., Au, K., & Thomas, D.C. (2012). Collectivist orientation and the psychological contract: Mediating effects of creditor exchange ideology. Journal of International Business Studies, 43(8), 772-782.
Redman, T. & Snape, E. (2005). Exchange ideology and member–union relationships: An evaluation of moderation effects. Journal of Applied Psychology, 90(4), 765-773.
Rich, B.L., Lepine, J.A., & Crawford, E.R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
Robbins, S.P. & Judge, T.A. (2013). Organizational Behavior, 15th. New Jersey: Prentice Hall.
Robertson, I.T., Jansen Birch, A., & Cooper, C.L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership & Organization Development Journal, 33(3), 224-232.
Roof, R.A. (2015). The association of individual spirituality on employee engagement: the spirit at work. Journal of Business Ethics, 130(3), 585-599.
Rupp, D.E., & Cropanzano, R. (2002). The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice. Organizational Behavior and Human Decision Processes, 89(1), 925-946.
Saks, A.M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
Saks, A.M. (2011). Workplace spirituality and employee engagement. Journal of Management, Spirituality and Religion, 8(4), 317-340.
Saks, A.M., & Gruman, J.A. (2011). Manage employee engagement to manage performance. Industrial and Organizational Psychology, 4(2), 204-207.
Scott, B.A. & Colquitt, J.A. (2007). Are Organizational Justice Effects Bounded by Individual Differences? An Examination of Equity Sensitivity, Exchange Ideology, and the Big Five. Group and Organization Management, 32(3), 290-325.
Seligman, M.E. & Csikszentmihalyi, M. (2000). Positive psychology: An Introduction. American Psychologist, 55(1), 5-14.
Shuck, B. & Wollard, K.K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89-110.
Shuck, B. (2011). Four emerging perspectives of employee engagement: An integrative literature review. Human Resource Development Review, 10(3), 304-328.
Takeuchi, R., Yun, S., & Wong, K.F.E. (2011). Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities. Organizational Behavior and Human Decision Processes, 115, 226-237.
Taylor, M., & Kent, M.L. (2014). Dialogic engagement: Clarifying foundational concepts. Journal of Public Relations Research, 26(5), 384-398.
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance, and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), 2657-2669.
Welch, M. (2011). The evolution of the employee engagement concept: communication implications. Corporate Communications: An International Journal, 16(4), 328-346.
Witt, L.A & Broach, D. (1993). Exchange Ideology as a Moderator of the Procedural Justice-Satisfaction Relationship. The Journal of Social Psychology, 133(1), 97-103.
Witt, L.A. (1991). Exchange Ideology as a Moderator of Job Attitudes – Organizational Citizenship Behaviors Relationship. Journal of Applied Social Psychology, 21(18), 1490-1501.
Witt, L.A. (1992). Exchange Ideology as a Moderator of the Relationships Between Importance of Participation in Decision Making and Job Attitudes. Human Relations, 45(1), 73-85.
Witt, L.A., Kacmar, K.M., & Andrews, M.C. (2001). The interactive effects of procedural justice and exchange ideology on supervisor-rated commitment. Journal of Organizational Behavior, 22, 505-515.
Wollard, K.K. & Shuck, B. (2011). Antecedents to Employee Engagement: A Structured Review of the Literature. Advances in Developing Human Resources, 13(4), 429 –446.
Xanthopoulou, D., Baker, A.B., Heuven, E., Demerouti, E., & Schaufeli, W.B. (2008). Working in the Sky: A Diary Study on Work Engagement Among Flight Attendants. Journal of Occupational Health Psychology, 13(4), 345-356.
https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx#ite-393248
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W. H., & Saks, A.M. (2015). Employee engagement, human resource management practices and competitive advantage: an integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Alfes, K., Shantz, A.D., Truss, C., & Soane, E.C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Anderson, S., Allen, P., Peckham, S. & Goodwin, N. (2008). Asking the right questions: scoping studies in the commissioning of research on the organisation and delivery of health services, Health Res Policy Syst, (6)7.
Anh, J., Lee, S., & Yun, S. (2016). Leaders’ core self-evaluation, ethical leadership, and employees’ job performance: The moderating role of employees’ exchange ideology. Journal of Business Ethics, 1-14.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63 (3), 308-323.
Bal, P.M., Kooij, D.T., & De Jong, S.B. (2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), 545-572.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
Bersin, J. (2014). Why companies fail to engage today’s workforce: The overwhelmed employee, dalam Forbes, 15 Maret 2014. http://www.forbes.com/sites/joshbersin/2014/03/15/why-companies-fail-to-engage-todays-workforce-the-overwhelmed-employee/#1107ffe42b94. Akses 28 Maret 2022.
Carter, W. R., Nesbit, P.L., Badham, R.J., Parker, S.K., & Sung, L.K. (2018). The effects of employee engagement and self-efficacy on job performance: a longitudinal field study. The international journal of human resource management, 29(17), 2483-2502.
Crawford, E.R., LePine, J.A., & Rich, B.L. (2010). Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71(3), 500-507.
Gruman, J.A. & Saks, A.M. (2011). Performance management and employee engagement. Human Resource Management Review, 21, 123-136.
Hanaysha, J. (2016). Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia – Social and Behavioral Sciences, 229(August), 289-297.
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, 268-279.
He, H., Pham, H.Q., Baruch, Y., & Zhu, W. (2014). Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment. The International Journal of Human Resource Management, 25(20), 2772-2795.
Hoxsey, D. (2010). Are happy employees healthy employees? Researching the effects of employee engagement on absenteeism. Canadian Public Administration, 53(4), 551-571.
Ichrakie, F. (2013). Intangible resources and organisational success[:] A resource-based study. The International Journal of Management, 2(3), 61-77.
James, J.B., McKechnie, S., & Swanberg, J. (2011). Predicting employee engagement in an age‐diverse retail workforce. Journal of Organizational Behavior, 32(2), 173-196.
Jeung, C.W. (2011). The concept of employee engagement: A comprehensive review from a positive organizational behavior perspektive. Performance Improvement Quarterly, 24(2), 49-69.
Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.
Kahn, W.A. (1992). To be fully there: Psychological presence at work. Human Relations, 45(4), 321-349.
Ladd, D. & Henry, R.A. (2000). Helping coworkers and helping the organization: The role of support perceptions, exchange ideology, and conscientiousness. Journal of Applied Social Psychology, 30(10), 2028-2049.
Lianto, Eliyana, A., & Fauzan, R. (2018). Enhancing the employee engagement: The mediating role of exchange ideology. Jurnal Pengurusan, 53, 61-71.
Lin, C.P. (2007). To share or not to share: modeling knowledge sharing using exchange ideology as a moderator. Personnel Review, 36(3), 457-475.
Lips-Wiersma, M., & Mills, A.J. (2014). Understanding the basic assumptions about human nature in workplace spirituality: Beyond the critical versus positive divide. Journal of Management Inquiry, 23(2), 148-161.
Ludwig, T.D., & Frazier, C.B. (2012). Employee engagement and organizational behavior management. Journal of Organizational Behavior Management, 32(1), 75-82.
Luthans, F. & Peterson, S.J. (2002). Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development. Journal of Management Development, 21(5), 376-387.
Macey, W.H. & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology,1, 3-30.
Maslach, C., Schaufeli, W.B. & Leiter, M.P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
May, D.R., Gilson, R.L., & Harter, L.M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37.
Mercer, M., Carpenter, G., & Wyman, O. (2007). Engaging employees to drive global business success. Journal of Applied Psychology, 87(2), 268-279.
Munn, Z., Peters, M.D., Stern, C., Tufanaru, C., McArthur, A., & Aromataris, E. (2018). Systematic review or scoping review? Guidance for authors when choosing between a systematic or scoping review approach, BMC Med Res Methodol, (18)1, pp. 143.
Nair, M.S. & Salleh, R. (2015). Linking performance appraisal justice, trust, and employee engagement: A conceptual framework. Social and Behavioral Sciences, 211, 1155-1162.
Ndoro, T., & Martins, N. (2019). Employee engagement at a higher education institution in South Africa: Individual, team and organisational levels. Journal of Psychology in Africa, 29(2), 121-125.
Orpen, C. (1994). The effects of exchange ideology on the relationship between perceived organizational support and job performance, The Journal of Social Psychology, 134(3), 407-408.
Pandita, S. & Singhal, R. (2017). The influence of employee engagement on the work-life balance of employee in the IT sector. Journal of Organizational Behavior, 16(1), 38-57.
Pawar, B.S. (2008). Two approaches to workplace spirituality facilitation: A comparison and implications. Leadership and Organization Development Journal, 29(6), 544-567. DOI: 10.1108/01437730810894195.
Pazy, A., & Ganzach, Y. (2010). Predicting Committed Behavior: Exchange Ideology and Pre‐entry Perceived Organisational Support. Applied Psychology, 59(2), 339-359.
Ratanjee, V. & Emond, L. (2013). Why Indonesia Must Engage Younger Workers. http://www.gallup.com/businessjournal/166280/why-indonesia-engage-younger-workers.aspx . Diakses pada tanggal 22 Maret 2023.
Ravlin, E.C., Liao, Y., Morrell, D.L., Au, K., & Thomas, D.C. (2012). Collectivist orientation and the psychological contract: Mediating effects of creditor exchange ideology. Journal of International Business Studies, 43(8), 772-782.
Redman, T. & Snape, E. (2005). Exchange ideology and member–union relationships: An evaluation of moderation effects. Journal of Applied Psychology, 90(4), 765-773.
Rich, B.L., Lepine, J.A., & Crawford, E.R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
Robbins, S.P. & Judge, T.A. (2013). Organizational Behavior, 15th. New Jersey: Prentice Hall.
Robertson, I.T., Jansen Birch, A., & Cooper, C.L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership & Organization Development Journal, 33(3), 224-232.
Roof, R.A. (2015). The association of individual spirituality on employee engagement: the spirit at work. Journal of Business Ethics, 130(3), 585-599.
Rupp, D.E., & Cropanzano, R. (2002). The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice. Organizational Behavior and Human Decision Processes, 89(1), 925-946.
Saks, A.M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
Saks, A.M. (2011). Workplace spirituality and employee engagement. Journal of Management, Spirituality and Religion, 8(4), 317-340.
Saks, A.M., & Gruman, J.A. (2011). Manage employee engagement to manage performance. Industrial and Organizational Psychology, 4(2), 204-207.
Scott, B.A. & Colquitt, J.A. (2007). Are Organizational Justice Effects Bounded by Individual Differences? An Examination of Equity Sensitivity, Exchange Ideology, and the Big Five. Group and Organization Management, 32(3), 290-325.
Seligman, M.E. & Csikszentmihalyi, M. (2000). Positive psychology: An Introduction. American Psychologist, 55(1), 5-14.
Shuck, B. & Wollard, K.K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89-110.
Shuck, B. (2011). Four emerging perspectives of employee engagement: An integrative literature review. Human Resource Development Review, 10(3), 304-328.
Takeuchi, R., Yun, S., & Wong, K.F.E. (2011). Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities. Organizational Behavior and Human Decision Processes, 115, 226-237.
Taylor, M., & Kent, M.L. (2014). Dialogic engagement: Clarifying foundational concepts. Journal of Public Relations Research, 26(5), 384-398.
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance, and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), 2657-2669.
Welch, M. (2011). The evolution of the employee engagement concept: communication implications. Corporate Communications: An International Journal, 16(4), 328-346.
Witt, L.A & Broach, D. (1993). Exchange Ideology as a Moderator of the Procedural Justice-Satisfaction Relationship. The Journal of Social Psychology, 133(1), 97-103.
Witt, L.A. (1991). Exchange Ideology as a Moderator of Job Attitudes – Organizational Citizenship Behaviors Relationship. Journal of Applied Social Psychology, 21(18), 1490-1501.
Witt, L.A. (1992). Exchange Ideology as a Moderator of the Relationships Between Importance of Participation in Decision Making and Job Attitudes. Human Relations, 45(1), 73-85.
Witt, L.A., Kacmar, K.M., & Andrews, M.C. (2001). The interactive effects of procedural justice and exchange ideology on supervisor-rated commitment. Journal of Organizational Behavior, 22, 505-515.
Wollard, K.K. & Shuck, B. (2011). Antecedents to Employee Engagement: A Structured Review of the Literature. Advances in Developing Human Resources, 13(4), 429 –446.
Xanthopoulou, D., Baker, A.B., Heuven, E., Demerouti, E., & Schaufeli, W.B. (2008). Working in the Sky: A Diary Study on Work Engagement Among Flight Attendants. Journal of Occupational Health Psychology, 13(4), 345-356.
https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx#ite-393248
Published
2023-05-22
How to Cite
Lianto. (2023). Thriving Employee Engagement: A Scoping Review. Management and Sustainable Development Journal, 5(1), 107 - 122. https://doi.org/10.46229/msdj.v5i1.687
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