Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory
Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory
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DOI：
10.1080/09585192.2013.798921
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发表时间：
2011-01
期刊：
影响因子：
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通讯作者：
C. Truss;Amanda Shantz;Emma Soane;Kerstin Alfes;R. Delbridge
中科院分区：
文献类型：
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作者：
C. Truss;Amanda Shantz;Emma Soane;Kerstin Alfes;R. Delbridge
长期以来，主流人力资源管理理论的发展一直关注人员管理如何提高绩效结果。直到最近，人们才对员工敬业度和绩效之间的联系表现出兴趣，将两者结合在一起，表明敬业度可能构成了人力资源管理实践影响个人和组织绩效的机制。然而，敬业度已经成为一个有争议的概念，其含义很容易受到“固定、收缩、伸展和弯曲”的影响。此外，还没有从关键的人力资源管理角度对其进行审查，也没有考虑到人力资源管理领域内参与的社会和背景影响。我们回顾了这期特刊中的七篇文章对员工敬业度理论和证据的进步的贡献，并强调了需要进一步研究的领域，以回答将人力资源管理与敬业度联系起来的新兴领域的重要问题。
The development of mainstream human resource management (HRM) theory has long been concerned with how people management can enhance performance outcomes. It is only very recently that interest has been shown in the parallel stream of research on the link between employee engagement and performance, bringing the two together to suggest that engagement may constitute the mechanism through which HRM practices impact individual and organisational performance. However, engagement has emerged as a contested construct, whose meaning is susceptible to ‘fixing, shrinking, stretching and bending’. It has furthermore not yet been scrutinised from a critical HRM perspective, nor have the societal and contextual implications of engagement within the domain of HRM been considered. We review the contribution of the seven articles in this special issue to the advancement of theory and evidence on employee engagement, and highlight areas where further research is needed to answer important questions in the emergent field that links HRM and engagement.