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1.Industrial and Organizational Psychology, (2008), WILLIAM H.

MACEY (Valtera Corporation),BENJAMIN SCHNEIDER (Valtera Corporation and University of Maryland) Employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents,especially measurement via employee surveys. 2.Jyotsna Bhatnagar, (2007) "Talent management strategy of employee engagement in Indian ITES employees: key to retention", Employee Relations, Vol. 29 Iss: 6, pp.640 663 Purpose With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design. Design/methodology/approach The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis. Findings The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career planning along with incentives and organizational support. The first two were indicative of high attrition. Research limitations A limitation of the research design was a sample size of 272 respondents. Some of the Cronbach's alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data triangulation, which was obtained through a mixed method approach, a survey and unstructured focus group interviews. There are theoretical implications for the construct of employee engagement. There seems to be a construct contamination from the fields of employee satisfaction, employee commitment and employee involvement, which is beyond the scope of this paper. Future studies in India may look into this area and construct an independent scale of employee engagement, focusing on the antecedent variables and testing them for theoretical underpinnings.

Originality/value The present study indicated that a good level of engagement may lead to high retention, but only for a limited time in the ITES sector. The need for a more rigorous employee engagement construct is indicated by the study. Practical implications for retention in the BPO/ITES sector are referred to. 3. Measuring and Managing Employee Work Engagement by Mark Attridge PhD, MA Journal of Workplace Behavioral Health (Volume 24, Issue 4, 2009) High levels of work engagement are when employees are involved with, committed to, enthusiastic, and passionate about their work. This article provides a review of the literature on employee engagement, based on studies from academic and business sources. Areas of focus include defining the concept of employee work engagement, how it is measured, how often it occurs, the costs of disengagement, the business benefits linked to positive engagement, and how workplaces can be changed to encourage engagement. The findings indicate that work engagement can be improved through adopting certain workplace behavioral health practices that address supervisory communication, job design, resource support, working conditions, corporate culture, and leadership style. Also featured are several case studies from employers who measure and use employee engagement data to improve their work culture, retain employees, and increase business financial success. Implications for improving the service of employee assistance and behavioral health providers are discussed. 4.Employee engagement: an examination of antecedent and outcome variables by Brad Shuck, Thomas G. Reio Jr & Tonette S. Rocco Journal of Human Resource Development International (Volume 14, Issue 4, 2011) This correlational study (n = 283) examined the links between job fit, affective commitment, psychological climate, and employee engagement, and the dependent variables, discretionary effort, and intention to turnover. An Internet-based survey battery of six scales was administered to a heterogeneous sampling of organizations from service, technology, healthcare, retail, banking, nonprofit, and hospitality fields. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement, while employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results revealed that affective commitment and employee engagement predicted lower levels of employees' intention to turnover. The combination of predictors demonstrated strong effects in that the independent variables in each model predicted at least 38.0% of the variance in the dependent variable. Implications for human resource development research and practice are

highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance. 5. International Journal of Trade, Economics and Finance, Vol. 2, No. 3, June 2011 A Prognostic Examination of Employee Engagement from its Historical Roots by D. Pradeep
Kumar and G. Swetha

In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate. This article throws light on the following objectives:- 1.To define Employee Engagement 2. To differentiate Employee Engagement from other constructs 3. To study Antecedents and Consequences of Employee Engagement 4. To analyze the Measurement issues of Employee Engagement 5.To present an overview on researching Employee Engagement 6. To conclude and recommend for better Employee Engagement in organizations 6. The Academy of Management Journal (AMJ) Issue: Volume 53, Number 3 / June 2010 Job Engagement: Antecedents and Effects on Job Performance by Bruce Louis Rich, California State University San Marcos, Jeffrey A. Lepine , Eean R. Crawford ,University of Florida We theorize that engagement, conceptualized as the investment of an individual's complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual's self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core selfevaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.

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