Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/174022 
Authors: 
Year of Publication: 
2017
Series/Report no.: 
IZA Discussion Papers No. 11112
Publisher: 
Institute of Labor Economics (IZA), Bonn
Abstract: 
I examine the history of employee engagement and how it has been characterised by thinkers in sociology, psychology, management and economics. I suggest that, while employers may choose to invest in employee engagement, there are alternative management strategies that may be profit-maximising. I identify four elements of employee engagement – job 'flow', autonomous working, involvement in decision-making at workplace or firm level, and financial participation – and present empirical evidence on their incidence and employee perceptions of engagement, drawing primarily from evidence in Britain. I consider the evidence regarding the existence of mutual gains and present new evidence on the issue. I find a non-linear relationship between human resource management (HRM) intensity and various employee job attitudes. I also find the intensity of HRM use and employee engagement are independently associated with improvements in workplace performance. I consider the implications of the findings for policy and employment practice in the future.
Subjects: 
employee engagement
productivity
performance
human resource management
worker wellbeing
JEL: 
J24
J28
L22
L23
M12
M54
Document Type: 
Working Paper

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