A study on employee engagement with reference

to TNPL

Review of literature
1. Catherin Bailey: July 2015: pages 223-245 International journal management reviews:
The Meaning, Antecedents and Outcomes of Employee Engagement: A Narrative
Synthesis: This paper is based on independent research funded by the National Institute for
Health Research (Health Services and Delivery Research, 12/5004/01). The views
expressed in this paper are those of the authors and not necessarily those of the NHS, the
National Institute for Health Research or the Department of Health. The authors also
acknowledge the guidance of Professor Graeme Currie in the conduct of the synthesis and
the help of the Institute for Employment Studies.
2. Harter, J. K. (2000): Managerial talent, employee engagement, and business-unit
performance. The Psychologist-Manager Journal, 4(2), 215–224: Reviews and explores
relationships between managerial talent, employee engagement, and business-unit level
performance. Findings from several data sets highlight 2 critical areas in the context of
many external factors that, it is argued, can substantially improve the probability of
business-unit level success. These are: (1) selecting managers with the talent to efficiently
manage people and processes, and (2) building an environment that supports employee
engagement. Together these factors explain complementary and unique variance in
business-unit level performance within organizations.
3. Mauno, S., Kinnunen, U., Mäkikangas, A., & Feldt, T. (2010): Job demands and
resources as antecedents of work engagement: A qualitative review and directions for
future research. In S. L. Albrecht (Ed.), new horizons in management. Handbook of
employee engagement: Perspectives, issues, research and practice (p. 111–128). What
drives employees to work is a question which has prompted a lot of research since the early
theories of human motivation were introduced in the 1950s. During the last two decades
research on work motivation has expanded and many new constructs have been introduced.
One of these is "work engagement" (WE), which refers to a positive, fulfilling work related
state of mind characterized by three related dimensions: vigor, dedication and absorption.
4. Brad shuck: Dec 2009: Employee Engagement and HRD: A Seminal Review of the
Foundations: SAGE Journals: The term employee engagement has gained considerable
popularity in the past 20 years yet it remains inconsistently defined and conceptualized.
Although much has been written on the subject, little rigorous academic research has been
done.
5. Brad shunk: June 15: SAGE Journal: Integrative Literature Review: Four Emerging
Perspectives of Employee Engagement: an Integrative Literature Review: The concept of
employee engagement has garnered attention in both practitioner and academic
communities and several approaches for understanding engagement have developed.
Whereas many authors have taken their own approach to understanding employee
engagement, others have offered reinterpretations of the concept wrapped in well-
researched and documented organizational variables.
6. Mark Attridge Dec 2009: vol: 24 issues 4: Measuring and Managing Employee Work
Engagement: A Review of the Research and Business Literature: Journal of work place
behaviour: High levels of work engagement are when employees are involved with,
committed to, enthusiastic, and passionate about their work. This article provides a review
of the literature on employee engagement, based on studies from academic and business
sources.
7. Arnold B.Baker: Volume 22, 2008 - Issue 3: Engagement at work: An Emerging Concept:
This position paper introduces the emerging concept of work engagement: a positive,
fulfilling, affective-motivational state of work-related well-being that is characterized by
vigour, dedication, and absorption
8. Wilmar Schaufeli: Journal European Volume 20, 2011 - Issue 1: Work engagement: On
how to better catch a slippery concept: In our response to the lead article (Bakker, Leiter,
& Albrecht, 2011 this issue), we focus on five conceptual issues in order to better catch the
slippery concept of work engagement: (1) “What's in the name” of engagement? (2)What
is its relationship with burnout? (3) How to differentiate work engagement from task
engagement? (4) How to distinguish between collective and individual work engagement?
(5) What are the dark sides of work engagement? In doing so, we hope to contribute to a
better conceptualization of work engagement and to a more fruitful future research agenda.
9. Catherin Truss: Journal The Volume 24, 2013 - Issue 14: Employee Engagement:
Employee engagement, organisational performance and individual well-being: exploring
the evidence, developing the theory: 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.

10. Marie Carasco: Dec 2014: vol14 issue 2015: Journal of SAGE: Leadership and Employee
Engagement: Proposing Research Agendas through a Review of Literature: Leadership is
one of the most studied topics in the organization sciences, and employee engagement one
of the more recent. However, the relationship between leadership and employee
engagement has not been widely investigated.
11. Emma Soane: Sep 2012: Journal Human Resource Development International Volume
15, 2012 - Issue 5: Development and application of a new measure of employee
engagement: Effective measure of employee engagement is relevant to human resource
development (HRD) theory and practice. We build on Kahn's (1990, Psychological
conditions of personal engagement and disengagement at work, Academy of Management
Journal 33: 692–724) theory and develop a model of engagement that has three
requirements: a work-role focus, activation and positive affect.
12. Amanda Shantz: Jan 2013: Journal the International Journal of Human Resource
Management Volume 24, 2013 - Issue 13: The role of employee engagement in the
relationship between job design and task performance, citizenship and deviant behaviours:
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.