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Work and organisation engagement: aligning research and practice

Elaine Farndale (School of Labor & Employment Relations, Pennsylvania State University, University Park, Pennsylvania, USA and Department of Human Resource Studies, Tilburg University, Tilburg, The Netherlands)
Susanne E. Beijer (Department of Human Resource Studies, Tilburg University, Tilburg, The Netherlands)
Marc J.P.M. Van Veldhoven (Department of Human Resource Studies, Tilburg University, Tilburg, The Netherlands)
Clare Kelliher (Cranfield School of Management, Cranfield University, Cranfield, UK)
Veronica Hope-Hailey (School of Management, University of Bath, Bath, UK)

Journal of Organizational Effectiveness: People and Performance

ISSN: 2051-6614

Article publication date: 27 May 2014

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Abstract

Purpose

To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each.

Design/methodology/approach

Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance.

Findings

The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance.

Practical implications

The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations.

Originality/value

The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.

Keywords

Acknowledgements

This research was funded by a grant awarded by the SHRM Foundation in the USA.

Citation

Farndale, E., E. Beijer, S., J.P.M. Van Veldhoven, M., Kelliher, C. and Hope-Hailey, V. (2014), "Work and organisation engagement: aligning research and practice", Journal of Organizational Effectiveness: People and Performance, Vol. 1 No. 2, pp. 157-176. https://doi.org/10.1108/JOEPP-03-2014-0015

Publisher

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Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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