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Employee engagement, human resource management practices and competitive advantage

Albrecht, Simon L., Bakker, Arnold B., Gruman, Jamie A., Macey, William H. and Saks, Alan M. 2015, Employee engagement, human resource management practices and competitive advantage, Journal of organizational effectiveness, vol. 2, no. 1, pp. 7-35, doi: 10.1108/joepp-08-2014-0042.

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Title Employee engagement, human resource management practices and competitive advantage
Author(s) Albrecht, Simon L.ORCID iD for Albrecht, Simon L. orcid.org/0000-0002-9155-4759
Bakker, Arnold B.
Gruman, Jamie A.
Macey, William H.
Saks, Alan M.
Journal name Journal of organizational effectiveness
Volume number 2
Issue number 1
Start page 7
End page 35
Total pages 28
Publisher Emerald
Place of publication Bingley, Eng.
Publication date 2015
Summary Abstract
Purpose - The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
Design/methodology/approach - This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.
Findings - The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.
Practical implications - The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.
Originality/value - The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.
Language eng
DOI 10.1108/joepp-08-2014-0042
Field of Research 170199 Psychology not elsewhere classified
Socio Economic Objective 929999 Health not elsewhere classified
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2015, Emerald
Free to Read? Yes
Persistent URL http://hdl.handle.net/10536/DRO/DU:30071114

Document type: Journal Article
Collections: School of Psychology
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.