Local Studies

Context matters: examining soft and hard approaches to
employee engagement in two workplaces

Sarah Jenkins &Rick Delbridge
Pages 2670-2691 | Published online: 06 Mar 2013
Abstract
This paper reports different managerial approaches to engaging employees in two

contrasting organizations. We categorize these approaches to employee engagement
as hard and soft, and examine how these reflect the different external contexts in
which management operate and, in particular, their influence on management's ability to
promote a supportive internal context. The paper extends the existing literature on the
antecedents of engagement by illustrating the importance of combining practitioner
concerns about the role and practice of managers with the insights derived from the
psychological literature relating to job features. We build from these two approaches to
include important features of organizational context to examine the tensions and
constraints management encounter in promoting engagement. Our analysis draws on
the critical organizational and HRM literature to make a contribution to understanding
different applications of employee engagement within organizations. In so doing, we
outline a situated and critical reading of organizations to better appreciate that
management practices are complex, contested, emergent, locally enacted and context
specific, and thereby provide new insights into the inherent challenges of delivering
engaged employees.
Keywords:: contextual contingencies, critical HRM, drivers of engagement, employee

engagement, hard and soft management approaches to engagement
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ue
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consequences
Chris Rees,Kerstin Alfes &Mark Gatenby
Pages 2780-2798 | Published online: 14 Feb 2013
Download citation
http://dx.doi.org/10.1080/09585192.2013.763843
Abstract
This paper considers the relationship between employee voice and employee
engagement. Employee perceptions of voice behaviour aimed at improving the
functioning of the work group are found to have both a direct impact and an
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behaviour and engagement is mediated by both employee trust in senior
management and the employeeline manager relationship. Key concepts are
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management of engagement are discussed.
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Employee engagement, organisational performance and
individual well-being: exploring the evidence, developing the
theory
Catherine Truss,Amanda Shantz,Emma Soane,Kerstin Alfes &Rick Delbridge
Pages 2657-2669 | Published online: 24 May 2013
Download citation
http://dx.doi.org/10.1080/09585192.2013.798921
Abstract
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.
Keywords:: employee engagement, human resource management, performance, wellbeing
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Link:
http://www.tandfonline.com/doi/full/10.1080/09585192.2013.7638
43?src=recsys
The role of employee engagement in the relationship
between job design and task performance, citizenship and
deviant behaviours
Amanda Shantz,Kerstin Alfes,Catherine Truss &Emma Soane
Pages 2608-2627 | Published online: 17 Jan 2013
Download citation
http://dx.doi.org/10.1080/09585192.2012.744334
Abstract
The present study examined a potential mediator of the job design

performance relationship, namely employee engagement. Data were
obtained via a survey of 283 employees in a consultancy and construction
firm based in the UK and from supervisors' independent performance
evaluations. The results reveal that employees who hold jobs that offer high
levels of autonomy, task variety, task significance and feedback are more
highly engaged and, in consequence, receive higher performance ratings
from their supervisors, enact more organizational citizenship behaviours and
engage in fewer deviant behaviours. Theoretical and practical implications
are discussed.
Keywords:: deviance, employee engagement, job design, organizational citizenship
behaviours, task performance

Link: http://www.tandfonline.com/doi/full/10.1080/09585192.2012.744334?src=recsys
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Context matters: examining soft and hard approaches to

employee engagement in two workplaces

Pages 2670-2691 | Published online: 06 Mar 2013

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Keywords:: contextual contingencies, critical HRM, drivers of engagement, employee

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