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Workplace engagement interventions: empirically based alternatives for manager consideration

Paul Lyons (Department of Management, College of Business, Frostburg State University, Frostburg, Maryland, USA)

Journal of Workplace Learning

ISSN: 1366-5626

Article publication date: 20 September 2022

Issue publication date: 7 March 2023




The primary purpose of this paper is to identify for practitioners and readers of this journal several interventions represented in empirical research that have shown promise with regard to the stimulation and/or reinforcement of employee work engagement. The aim is to identify a range of interventions that managers, supervisors or coaches may consider for a given setting as they go about enabling employee learning and performance improvement.


Examination of the research literature on work engagement provided initial guidance for study of interventions that link to enhancement and/or reinforcement of employee work engagement. Information was found that aids in developing an understanding of the dynamics of work engagement as well as identifying a variety of interventions successfully applied in many organizations in several countries. The fundamental approach used in the study is a scoping review. Overall, the paper is generally discursive and details are offered based on review of empirical study and meta-analyses.


Findings are represented by a detailed explanation of the construct of work engagement, its theoretical grounding and its relationship with performance and achievement. A summary of interventions identified across many empirical studies provides guidance for managers and leaders, primarily, and organizations with regard to interventions to aid with employee learning, growth and performance improvement.

Research limitations/implications

Research implications deal mainly with issues linked to the concept of work engagement and the primary tool used for its measurement.

Practical implications

Substantial information is presented to give a manager, coach or supervisor a detailed view of the construct of work engagement and how one may influence employee growth with regard to the concept. Several interventions are identified, all of which have been shown to be effective. The manager can examine these interventions and make choices about how to influence the employees in her/his unit.


While hundreds of studies of work engagement have identified and highlighted a variety of interventions used to stimulate or reinforce work engagement with employees, there have been few efforts made to provide practitioners/managers with an array of interventions that have been shown, repeatedly, to be effective. The present study provides such an array.



Lyons, P. (2023), "Workplace engagement interventions: empirically based alternatives for manager consideration", Journal of Workplace Learning, Vol. 35 No. 2, pp. 129-145.



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