Handbook of Employee Engagement: Perspectives, Issues, Research and Practice

Citation

Bullock, J. (2011), "Handbook of Employee Engagement: Perspectives, Issues, Research and Practice", Leadership & Organization Development Journal, Vol. 32 No. 3, pp. 310-311. https://doi.org/10.1108/lodj.2011.32.3.310.1

The concept of Employee Engagement plays a central role in the global landscape of business as organizations attempt to optimize the intellectual power inherent in today's diverse workforce. Employee engagement represents a sustainable resource capable of promoting organizational success and competitive advantage. Organizations actively pursue higher levels of employee engagement to increase productivity, imbue positive energy within the corporate culture, and enhance organizational reputation within the industry or the broader business community. Research presented in the Handbook of Employee Engagement, edited by Simon Albrecht, suggests that effective employee engagement allows organizations to leverage thought leadership, creativity, and innovation to gain maximum returns on investments in human capital. Contributions by internationally recognized practitioners and consultants provide structure and clarity about the otherwise amorphous concept of engagement, helping readers understand and apply key concepts, models, interventions, and measures to promote individual, team, and organizational success. Distinctive features of the Handbook of Employee Engagement include the overarching objective of presenting evidence‐based perspectives relevant to both the science and practice of employee engagement, and the presentation of sections detailing practical application of concepts and interventions within many of its 34 chapters, each of which include an extensive listing of references to support reader engagement and exploration.

The Handbook of Employee Engagement represents a comprehensive volume of contemporary research, case studies, and conceptual pieces examining the “state of play” of employee engagement on a global level. The Handbook is much more than research compendium that will appeal to academic scholars in management science and organizational behaviour; it is a highly readable and accessible, working resource for management consultants and professionals. Students and other individuals interested in learning more about this fascinating new area of organizational behaviour and organizational psychology will appreciate the generous support provided by the Handbook's structure, comprised of six parts, sequenced in logical building blocks representing critical elements in the science and practice of employee engagement. Part I provides a foundational framework complete with definitions, identification of key issues, and presentation of relevant theories, models, and measures. Part II examines key drivers and organizational conditions influencing engagement, theoretical linkages, and practical interventions. Part III explores the dynamics and fluctuation of workflow affected by employee creativity, motivation, and engagement. Part IV presents information on leadership, teams, and organizational socialization through management and human resource systems, practices, and processes. Part V presents global perspectives and models of employee engagement. Part VI examines interventions promoting psychological engagement, employee self‐efficacy, and positive behaviours at work, as well as explores the ability to predict organizational performance outcomes. As a comprehensive resource, the Handbook provides readers with critical insights into the theory and practice of employee engagement, empirical research, case studies demonstrating issues, challenges, and opportunities inherent in contemporary application of employee engagement in applied settings.

The Handbook of Employee Engagement addresses the need for a single resource describing tested and practical steps that can be used by consultants and human resources managers to improve employee engagement in various organizational settings and contexts. This comprehensive volume uses a balanced approach, integrating academic and applied research, to present key theories, models, and interventions fostering employee engagement in a way that helps readers understand, apply, and evaluate these concepts in the context of real world settings. As a result, the Handbook is well suited for readers interested in the science and practice of employee engagement, organizational behaviour, group dynamics, and organizational psychology. Consultants in management and organizational behaviour, human resource managers, researchers, and students will find value in the insights, state‐of‐the‐art practical applications, and areas for future research identified in this comprehensive, informative resource. The Handbook of Employee Engagement is recommended for anyone seeking to improve organizational performance by harnessing the power and positive energy inherent in increased levels of productivity, creativity, and innovation that can be achieved through employee engagement.