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The purpose of this paper is to highlight the effect of supervisor openness on employee voice among middle management employees in small and medium-sized enterprises (SMEs). The authors develop a model to examine the mediating role of job satisfaction and employee engagement in the SME context.

A cross-sectional survey design was used to gather data from respondents who worked in SMEs (N=202). Exploratory factor analysis was used for dimensionality assessment of the voice measure. Mediation analysis was used to examine a two-mediator model to investigate the effects of engagement and job satisfaction on voice, and the degree these variables mediated the relationship of supervisor openness to ideas with employee voice.

Results revealed that supervisor openness is positively associated with job satisfaction and employee engagement, but only engagement was a facilitating variable that stimulated employee voice.

Middle management members can be a conduit or inhibitor of the free flow of information. Yet, research has tended to ignore the role of middle managers in voice research. Moreover, within the specific organizational context of SMEs, greater understanding of both the antecedents and mediators to voice behavior is likely to impact the development of specific HR practices that focus on engagement and better facilitate two-way communication between supervisors and employees.

This work refines the understanding of the role employee engagement has on employee voice in the context of SMEs.

The purpose of this study was to empirically examine the utility of self-determination theory (SDT) within the engagement–performance linkage.

Bayesian multi-measurement mediation modeling was used to estimate the relation between SDT, engagement and a proxy measure of performance (e.g. work intentions) (N = 1,586). To best capture the phenomenon of engagement, two measures of engagement (i.e. the Utrecht Work Engagement Scale-9 [UWES-9] and the Job Engagement Scale [JES]) and one measure of harmonious and obsessive passion (HOPS) were utilized. The HOPS was split into separate scales (harmonious and obsessive passion). SDT was operationalized through the Basic Psychological Needs at Work Scale (BPNS). Performance was operationalized through a latent proxy of work intentions.

Results demonstrated that the association between SDT and engagement were positive. Indirect effects between SDT and work intentions were significant for only two of the four measures of engagement (i.e. the UWES and Harmonious Passion). Hypotheses were partially supported.

SDT operated as an appropriate framework for capturing the underlying psychological structures of engagement for each of the four measures. In some cases, engagement did not mediate the relation between SDT and performance as expected, highlighting the contextual nature of engagement in both application and measurement.

This is one of the first studies to explicitly link a broad well-established psychological theory to engagement. This connection allows researchers to explain the latent processes of engagement that underpin the observed relationships of engagement in practice. Moreover, this is one of only a handful of studies that has used a multi-measurement approach in exploring the engagement–performance linkage and one of the only studies to use Bayesian methodology.

The purpose of this paper is to examine the relation between employee engagement, decisions to be in a relationship with a co-worker, and commitment uncertainty in a sample of adults who identified they were currently working with their romantic partner.

Because workplace romance can be a taboo topic among working adults, we recruited participants anonymously from online social media websites (n=68). The use of non-experimental design limits the ability to draw causal references in relation to the variables of interest.

Participants who reported they were motivated to be in a romantic relationship with a co-worker to increase status also reported lower levels of engagement, even after controlling for other relationship (e.g. relationship adjustment) and workplace variables (e.g. intent to turnover).

Romantic relationships within the workplace will most certainly transpire yet the topic remains underexplored in the management literature. This work provides scholars and practitioners insight into the psychological mechanisms that influence workplace relationships and more, explores how relationships between co-workers impact performance variables such as employee engagement.

This is the first study to examine the influence of workplace romantic relationships in the context of employee engagement. Moreover, this is one of only a handful of studies that has documented the empirical linkage between workplace relationships and performance variables.

The purpose of this paper is to examine an employee's unique experience of being engaged in their work.

Following Yin's case study design method, researchers collected documents, conducted semi‐structured interviews and recorded observations at a large multinational service corporation ranked as one of the best places to work. Post data collection, content analysis is used to interpret engagement efforts and experiences. Work by Kahn and Maslow are integrated as conceptual frameworks.

Post analysis, three themes emerged: relationship development and attachment to co‐workers, workplace climate and opportunities for learning. Findings highlighted the development of relationships in the workplace, the importance of an employee's direct manager and their role in shaping organizational culture and the critical role of learning in an engaged employee's interpretation of their work. Scaffolding and discussion of an emergent model is provided.

Three propositions for human resource development (HRD) research and practice are presented: first, environment and person interact to create engagement or disengagement; second, an employee's manager plays a critical role in developing engagement; and third, personality can effect engagement, however, everyone can engage. An integrated model is proposed as a synthesis of findings providing HRD researchers and practitioner's opportunity to re‐examine current engagement efforts. Specific action steps are outlined to spur further theory building and organizational practice.

The objective of the emergent model is to provide researchers and practitioners a new framework to consider, grounded in both early and contemporary theories of engagement. The emergent model could serve as the basis for new strategies and structures related to engagement development and could shed new light on how employees interpret the experience of engagement in work. This research is the first known qualitative study of employee engagement in the HRD literature, second only to the original qualitative research by Kahn.

The purpose of this paper is to explore the relation between emotional intelligence (EI), team learning and team psychological safety, using a context sensitive approach.

Using an internet survey‐research design, employees embedded inside work teams were asked to respond to an anonymous survey battery. Careful attention was paid to the collection of data from members of ad hoc teams currently engaged in projects within their respective organizations.

Post analysis, evidence suggested EI was significantly and positively related with team psychological safety and team learning. Likewise, team psychological safety was significantly associated with team learning. Q‐Sorting technique was used to establish discriminant validity between the three scales. Bootstrapping revealed that team psychological safety mediated the relation between EI and team learning.

The paper’s results extend current theoretical bounds of organization learning theory and focus on actionable leverage points for management development. Moreover, by connecting previously disparate literature in both management and human resource development, new frameworks are encouraged as consideration points.

The paper's findings could serve as the basis for new focal points in management development and perhaps shed new light on the role of emotions in work, as well as the role psychological climate plays as a specific leverage point for managers.

This is the first paper to explore the relationship between EI and team learning amongst individual members of real world ad hoc organizational teams. Findings indicate a positive association and further delineate the process in which EI affects team learning.

The purpose of this paper aims at manager-as-coach applying experiential learning processes to aid an employee to learn and improve performance ultimately resulting in a more skilled, work-engaged employee. The action guide presented offers activities for: positively influencing employee retention in the organization and improving the learning and performance of both manager and employee.

The methodology was directed to the study of the manager-as-coach, employee job engagement, performance and engagement, turnover intention and actual turnover and experiential learning processes. Analysis and coordination of these areas gave rise to an action guide for both practical use and experimentation.

The action guide provided presents a practical, phased approach (experiential learning process) to learning and change, grounded on conceptual and theoretical domains that encompass job engagement, commitment to the organization and the downplay of turnover intention. Activities (phases) included in the action guide promote learning opportunities for both participants.

Presently, there is clear evidence in empirical research that finds employee work engagement positively related to work performance, commitment to job and organization and job retention. The action guide presented in this essay is intended to involve the manager and employee in activities (such as, negotiation, feedback, reviews of progress, reinforcement of achievement) that should positively influence their relationship. A positive, growing relationship is helpful in stimulating future learning experiments.

At the present time, little research is available that directly addresses manager-as-coach deliberately working to increase or build employee job engagement and/or commitment to job or organization. This essay aims directly at how engagement and commitment may be enhanced while diminishing employee interest in turnover intention and actual turnover. The focus on employee and manager-as-coach working together in the development and reinforcement of engagement is somewhat novel and may provide some direction for further research.

The purpose of this study is to identify how themes and contributions featured in the four scholarly journals sponsored by the largest human resource development (HRD) research association (the Academy of Human Resource Development, AHRD) reflect the changing identity of the HRD field.

A frequency and content analysis of articles published during the period 2002-2011 was conducted to identify the dominant themes and research trend. Further, comments were made on the aims and scope and editorial discretion for each journal to understand how the journals influence the direction of scholarship in HRD.

It was found that the boundaries of the field are constantly expanding with some of the older and mature themes losing momentum and new themes coming to the forefront of scholarly interest. The journals were found to play a critical role in setting the future direction for the field.

Future researchers can examine if the waxing and waning themes identified in the findings remain same after analyzing contributions featured in journals that are not sponsored by the AHRD, but publish articles on topics closely related to HRD. Also, the findings can guide further examination of the editors’ leadership role in driving the evolution of the HRD field.

Considering the characteristics of HRD as an applied discipline, the findings can guide future researchers to explore if the thematic changes as identified in the study are associated with the needs of HRD practice.

The study attempts to understand the landscape of HRD research by looking at how the field’s identity boundaries have shifted over time and how different entities, like authors and editors publishing scholarly articles in the four HRD journals in the past decade, have interacted to contribute to the shift.

This study aims to provide insight into the current incorporation of corporate culture in national corporate governance codes. The authors identify three levels of incorporation for each of the following three dimensions: layers of corporate culture (the “what”), the alignment of corporate culture in the organization (the “for whom”) and the board’s roles regarding corporate culture (the “how”).

To assess the extent to which national codes have incorporated corporate culture, the authors used a sample of 88 national corporate governance codes. The authors performed a content analysis of these codes using a computer-aided text analysis program. The first step involved the identification of dimensions of corporate culture per national code. These dimensions were then assessed based on three levels of incorporation. Finally, the authors ranked national codes with similar levels of incorporation per dimension and aggregated the dimensions.

The data show that five of the 88 national corporate governance codes that the authors analysed scored the highest level in all three dimensions of corporate culture.

This is the first study to provide an overview of what national corporate governance codes say about corporate culture. The authors address two gaps in the existing literature. First, the authors develop and use a richer conceptualization of how corporate culture can be addressed in national corporate governance codes. Second, the authors analyse these corporate governance codes worldwide.

This paper aims to analyze the development of global human resource development (HRD) articles published in journals indexed in the Scopus database since 1960s until present time.

A publication collection of 1,905 articles collected from the Scopus database was downloaded and analyzed by using bibliometric techniques available in the VOSviewer and Biblioshiny software.

Three different development stages of HRD research have been identified: a seeding stage between 1962 and 1989, a growth stage between 1990 and 2007 and a development stage from 2008 onward. The USA and the UK were the biggest contributors who participated to 30.02% and 12.55% of articles in the collection and received 43.82% and 19.54% of the total number of citations, respectively. Scholars with the most publications and citations are mostly from the USA and the UK, and nine over ten most cited articles having first author’s affiliation located there. Emerald Group is the most popular publishing house, as five over ten most popular journals belong to this publishing house.

After six decades of development, it is necessary to examine the evolution of HRD research, its characteristics and its intellectual framework as this type of analysis is not yet available in the literature. This study helps scholars better understand this research field, as well as better prepare for future work in HRD.

The purpose of this paper is to study employee engagement in higher education by examining full-time non-tenure track faculty members’ perceptions at a North East US state public university.

The authors used semi-structured face-to-face personal interviews with 11 non-tenure track full-time university faculty. Using a phenomenological approach, thematic analysis was conducted for employee interview data. The data was further refined through first and second cycle coding. The primary eight coded clusters were further reduced to three data clusters, each representing an evolving unit of meaning.

The analysis revealed three themes relating to how full-time non-tenure track faculty experience and understand engagement: required institutional engagement, perceived necessary engagement and relational collegial engagement.

The study adds to the limited research available on non-tenure track faculty members within higher education organization and their perceptions of engagement.