Annotated Bibliography Employee Engagement
Table of content
1. Introduction 2
2. Annotated Bibliography 2
3. Analysis 9
4. Recommendations for practice 12
5. Conclusion 12
References 13
1. Introduction
Employee engagement (EE) is an essential part of organizational life and of paramount interest to human resource management (HRM) professionals in the banking industry due to its influence on the organizational outcomes.
This paper therefore examines the topic with the aim of defining EE and identifying the use of, value and benefits of EE to be obtained from industry surveys. This paper begins with the annotated bibliographies of 12 journal articles, followed by an analysis of the relationship between these key findings. The researcher concludes with practical recommendations in order to address the decision-making of whether a Major Bank should be concerned about EE and evaluate the use of and benefits to be obtained from participating in a survey of EE.
The scope of this paper is to provide analysis of EE in relation to the literature. The analysis is undertaken by reviewing academic journals, however the amount of information was dependent on a word limit and consequently restricted the explanation and analysis contained within this paper.
2. Annotated Bibliography
Arrowsmith, J. & Parker, J. (2013). The meaning of ‘employee engagement’ for the values and roles of the HRM function. The International Journal of Human Resource Management, 1-20.
In this A-rated paper Arrowsmith and Parker first review the literature on EE, HRM and EE as well as HRM values and roles and further use a case study approach of an initiative at New Zealand Post designed to improve the engagement and performance of supervisory staff to understand the meaning of EE for the values and roles of the HRM function. The authors investigate these issues through a case study method based on primary and secondary data and 12 in-depth interviews with HR and line managers as well as team
1. Introduction 2
2. Annotated Bibliography 2
3. Analysis 9
4. Recommendations for practice 12
5. Conclusion 12
References 13
1. Introduction
Employee engagement (EE) is an essential part of organizational life and of paramount interest to human resource management (HRM) professionals in the banking industry due to its influence on the organizational outcomes.
This paper therefore examines the topic with the aim of defining EE and identifying the use of, value and benefits of EE to be obtained from industry surveys. This paper begins with the annotated bibliographies of 12 journal articles, followed by an analysis of the relationship between these key findings. The researcher concludes with practical recommendations in order to address the decision-making of whether a Major Bank should be concerned about EE and evaluate the use of and benefits to be obtained from participating in a survey of EE.
The scope of this paper is to provide analysis of EE in relation to the literature. The analysis is undertaken by reviewing academic journals, however the amount of information was dependent on a word limit and consequently restricted the explanation and analysis contained within this paper.
2. Annotated Bibliography
Arrowsmith, J. & Parker, J. (2013). The meaning of ‘employee engagement’ for the values and roles of the HRM function. The International Journal of Human Resource Management, 1-20.
In this A-rated paper Arrowsmith and Parker first review the literature on EE, HRM and EE as well as HRM values and roles and further use a case study approach of an initiative at New Zealand Post designed to improve the engagement and performance of supervisory staff to understand the meaning of EE for the values and roles of the HRM function. The authors investigate these issues through a case study method based on primary and secondary data and 12 in-depth interviews with HR and line managers as well as team
References: Arrowsmith, J., & Parker, J. (2013). The meaning of ‘employee engagement’ for the values and roles of the HRM function. The International Journal of Human Resource Management, pp. 1-21. doi: 10.1080/09585192.2013.763842. Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20(1), pp. 4-28. doi:10.1080/1359432X.2010.485352. Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21, pp. 123-136. doi: 10.1016/j.hrmr.2010.09.004. Rich, B., Lepine, J. A., & Crawford, E. R. (2010). JOB ENGAGEMENT: ANTECEDENTS AND EFFECTS ON JOB PERFORMANCE. Academy of Management Journal, 53(3), pp. 617-635. doi:10.5465/AMJ.2010.51468988. Robertson, I. T., & Cooper, C. L. (2009). Full engagement: the integration of employee engagement and psychological well-being. Leadership & Organization Development Journal, 31(4), pp. 324-336. doi: 10.1108/01437731011043348. Shuck, B., Reio, T. G., & Rocco, T. S. (2011). Employee engagement: an examination of antecedent and outcome variables. Human Resource Development Internationa, 14(4), pp. 427-445. doi:10.1080/13678868.2011.601587. Wefald, A. J., & Downey, R. G. (2009). Job engagement in organizations: fad, fashion, or folderol? Journal of Organizational Behavior, 30, pp. 141-145. doi: 10.1002/job.560. Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), pp. 399-416. doi: 10.1108/01437731111134661.