UNDERSTANDING DIFFERENT MEASUREMENT SCALE OF EMPLOYEE ENGAGEMENT Relationship
Keywords:
E m p l oy e e E n g a g e m e n t, Measurement, ScalingAbstract
Employee engagement has become one of a hot topic in human resource management among the global workforce. The practitioners and academicians identified that employee engagement have a positive impact on individual and organization performance by adoption various scaling technique. The purpose of this research is to bring out the general discussion about the various measurements scaling adopted by researchers to measure employee engagement which is published in various reputed academic journals. The study discussed six measurement scales used by many researchers, and identified the scale which is widely used.
References
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209--223.
Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European journal of work and organizational psychology, 20(1), 4--28.
Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2003). Dual processes at work in a call center: An application of the job demands–resources model. European Journal of Work and Organizational Psychology, 12, 393–417.
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), 111-135.
Cesario, F., & Chambel, M. J. (2017). Linking organizational commitment and work engagement to employee performance. Knowledge and Process Management, 24(2), 152-158.
Demerouti, E., Bakker, A. B., De Jonge, J., Janssen, P. P., & Schaufeli, W. B. (2001). Burnout and engagement at work as a function of demands and control. Scandinavian Journal of Work, Environment & Health, 279--286.
Demerouti, E., Bakker, A. B., De Jonge, J., Janssen, P. P., & Schaufeli, W. B. (2001). Burnout and engagement at work as a function of demands and control. Scandinavian Journal of Work, Environment & Health, 279--286.
Gill, P. S., Dugger, J., III, & Norton, F. (2014). The relationship between compensation and selected dimensions of employee engagement in a mid-sized engineering services firm. Journal of Technology, Management & Applied Engineering, 30(1), 2-12.
Gill, P. S., Dugger, J., III, & Norton, F. (2014). The relationship between compensation and selected dimensions of employee engagement in a mid-sized engineering services firm. Journal of Technology, Management & Applied Engineering, 30(1), 2-12.
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(2), 268--279.
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(2), 268-279.
Jha, B., & Kumar, A. (2016). Employee engagement: A strategic tool to enhance performance. Journal for Contemporary Research in Management, 3(2), 21-29.
Kahn, W.A. (1990), “Psychological conditions of personal engagement and disengagement at work”, Academy of Management Journal, Vol. 33 No. 4, pp. 692-724.
Kim, W. (2014). An Examination of Work Engagement in Selected Major Organizations in Korea: Its Role as a Mediator Between Antecedents and Consequences (Pennsylvania (Doctoral dissertation).
Kim, W., Kolb, J. A., & Kim, T. (2012). The relationship between work engagement and performance: A review of empirical literature and a proposed research agenda. Human Resource Development Review. 12(3), 248--276.
Luthans, F., Avey, J. B., Avolio, B. J., Norman, S. M., & Combs, G. M. (2006). Psychological capital development: Toward a micro--intervention. Journal of Organizational Behavior, 27(3), 397--393. 17. Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89-96.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual review of psychology, 52(1), 397--422.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. The Academy of Management Journal, 53(3), 617--635.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600--619.
Schaufeli, W. B., & Taris, T. W. (2005). The conceptualization and measurement of burnout: Common ground and worlds apart the views expressed in Work & Stress Commentaries are those of the author (s), and do not necessarily represent those of any other person or organization, or of the journal. Work & Stress, 19(3), 256--262.
Schaufeli, W. B., Bakker, A. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187--200.
Schaufeli, W.B. and Bakker, A.B. (2003), “Test manual for the Utrecht Work Engagement Scale”, unpublished manuscript, Utrecht University, available at: www.schaufeli.com (accessed November 10, 2017). 24. Schneider, B. (2008)& Macey, W. H. The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3--30.
Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89--110.
