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Employee engagement, human resource management practices and competitive advantage An integrated approach
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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.
Simon L. Albrecht - Personal Name
Arnold B. Bakker - Personal Name
Jamie A. Gruman - Personal Name
William H. Macey - Personal Name
Alan M. Saks - Personal Name
Arnold B. Bakker - Personal Name
Jamie A. Gruman - Personal Name
William H. Macey - Personal Name
Alan M. Saks - Personal Name
NONE
Employee engagement, human resource management practices and competitive advantage An integrated approach
Management
English
2015
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