Töötaja seotus organisatsiooniga tundub olevat oluline, kui otsustada paljude juhtide retoorika aluse. Seda olulisust kinnitavad ka paljud erialased uuringud. Praktikad, seevastu, on aga üsna erinevad ja mitmekesised nii heas kui halvas.

Siinviidatud vabalevis olev tekst leidis oma koha põhjusel, et käsitleb töötaja seotust organisatsiooniga kontseptuaalselt ja kirjandusülevaate kaudu demonstreerib nii teisenevat tähendusvälja kui võimalikke arenguid. Tekst võiks huvi pakkuda paljudele organisatsiooniga seotud lugejatele, kuid eriti juhtidele, personalitöötajatele, uurijatele aga ka tudengitele.

Kontekstiks:

Over the past decades, a number of scholars, primarily from the fields of psychology, human relations, organizational behaviour and management, have been closely analysing the topic of Employee Engagement (EE), together with its antecedents and outcomes. Research has shown that high levels of EE sustain individuals’ job satisfaction, adaptivity and creativity (Eldor & Harpaz, 2016; Saks, 2006), leading to higher productivity, profitability and customer satisfaction, and also to lower absenteeism and turnover (Harter et al., 2002).

Autorid selgitavad, mida nad tegid:

We have thus analysed the conceptual evolution of EE, together with its most relevant drivers and outcomes, the most widely adopted measurement scales and the most relevant theoretical frameworks used to explain the concept.

Staatiline või dünaamiline:

Academics and practitioners previously considered and measured engagement in a static way. Our results, however, show that EE is increasingly being studied using a dynamic approach, denoting a recent shift from between-person to withinperson focus (Bakker & Oerlemans, 2019; Breevaart et al., 2012, 2014a, 2014b).

Kas seotus on ikka oluline:

Empirical studies have demonstrated that EE enhances the employees’ individual in-role performance, a factor that brings benefits to both individuals and organizations (Bakker, 2011; Bakker et al., 2012a, 2012b; Byrne et al., 2016; Ozyilmaz, 2020; Rich et al., 2010). Furthermore, it has been shown that EE has a relevant impact on extra-role performance, such as organizational citizenship behaviour (Rich et al., 2010; Zhong et al., 2016).

Boccoli, G., Gastaldi, L., & Corso, M. (2022). The evolution of employee engagement: Towards a social and contextual construct for balancing individual performance and wellbeing dynamically. International Journal of Management Reviews.