Mastering the organizational art of unlocking potential: Synergy-forming of employee development and engagement

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper sets out to explore the relationship between employee development and engagement, based on a review of 64 studies. The results reveal a reciprocal relationship between development and engagement, with work environment, social support, and individual characteristics as key influencing factors. Overall, job performance acts as a catalyst in this relationship, leading to an upward gain spiral. The key managerial insights include the value of cultivating a learning climate, and of fostering social support for employee development efforts.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2024), "Mastering the organizational art of unlocking potential: Synergy-forming of employee development and engagement", Human Resource Management International Digest, Vol. 32 No. 7, pp. 7-9. https://doi.org/10.1108/HRMID-07-2024-0169