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Work and organisation engagement: aligning research and practice

Work and organisation engagement: aligning research and practice Purpose– To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach– Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings– The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications– The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value– The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

Work and organisation engagement: aligning research and practice

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2051-6614
DOI
10.1108/JOEPP-03-2014-0015
Publisher site
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Abstract

Purpose– To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach– Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings– The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications– The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value– The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.

Journal

Journal of Organizational Effectiveness: People and Performance – Emerald Publishing

Published: May 27, 2014

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