 Mutual Gains? The Role for Employee Engagement in the Modern WorkplaceA chapter in Rethinking Entrepreneurial Human Capital, 2018, pp 43-62 from Springer Abstract: 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. Keywords: Employee engagement; Productivity; Performance; Human resource management; Worker wellbeing (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:seschp:978-3-319-90548-8_3 Ordering information: This item can be ordered from DOI: 10.1007/978-3-319-90548-8_3 Access Statistics for this chapter More chapters in Studies on Entrepreneurship, Structural Change and Industrial Dynamics from Springer |
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