Employee Engagement Research

CHAPTER 2 LITERATURE REVIEW

Employee Engagement

The objective of this research is to look into the role of psychological study in employee engagement research. The author’s intention is to examine employee engagement from the human resource management strategic point of view. The research argues that both angles have roles in managing the employees from inside instead of outside behavior. By embracing an integrated viewpoint of human resource management, this study assumes not only the role of job resources but also assumes the motivational processes that may be triggered by cultural context. Therefore, this research asserts that it is the association between those two forces, cultural and management forces which believed to shape HR policies

Research also found that engaged employees increase organization’s competitive advantage (Harter, Schmidt, Hays, 2002). In addition, engaged employees at the organization will help increase revenues. According to Mishra, Boynton and Mishra (2014), organizations with engaged employees experience a twenty-eight percent in growth over the twelve percent for organizations with disengaged employees.

Although employee engagement is a new concept, it has been advocated heavily by consulting companies (Wefald et. al, 2009). The author presented a number of definitions of employee engagement above, although there are numerous definitions for employee engagement but it still lacking clarity. In order for this research to reach the desired goal, it is important to discuss employee engagement from different

There are also extrinsic rewards which are formed in salary, status, incentives and so on (Dose, 2011).

Accordingly, instead of focusing on management practices that just impose knowledge and skills, organizations have also started to structure their efforts around selection and training beside other things to increase employee’s career potential and growth.

Another prevalent aspect which is a major part of this research is the role of national culture. Implicitly, the notion of work as an obligation or duty, and whether a person does their utmost to succeed and progress rather than merely going to work to get paid (Dunn & Saunders, 2010).

This research proposes a formation that connects large and small scale institutional ranks of inquisition in perceiving employee engagement. This will be done by merging three factors of different levels within the organizations (Figure 2.1): (1) Empowering leadership which is defined on individual level; (2) High Performance Work Practices which is a new form of HR strategy and is on organizational level; (3) The role of cultural setting in particular Power Distance Dimension. All of which will be