Anthony Haynes writes: We’ve blogged about, and reblogged from, Kajsa Asplund’s blog (aspundkajsa.com) before. Asplund is very effective at building a bridge between professional practice and research. Here we’re pleased to reblog the first post in what promises to be an engaging series about engagement!
Frequent readers of this blog may have noticed that I have a thing for going at hyped concepts. Now the time has come to scrutinize one of the real crown jewels of that genre, namely work engagement.
As noted by Saks and Gruman (2014), there has been a virtual explosion of interest in work engagement over the last decade. There are several reasons for this. One is the general increase in attention to human capital as the number one strategic asset of organizations, and the ways to leverage that capital. Another is the rather vast number of studies showing that engagement is related to job performance, profitability, and productivity (e.g. Crawford, LePine, & Rich, 2010; Macey et al., 2009; Shimazu et al., 2014). A third factor, finally, is with all likelihood the famous Gallup study saying that about two thirds of American employees are disengaged. As…
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