| Pub. Date | : Jul, 2019 |
|---|---|
| Product Name | : The IUP Journal of Organizational Behavior |
| Product Type | : Article |
| Product Code | : IJOB21907 |
| Author Name | : Vijay Kumar Shrotryia and Upasana Dhanda |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 22 |
Employee engagement has received great attention from research scholars and practitioners owing to its positive outcomes for the employees and the organizations. Over the years, efforts have been made by both HRD scholars and practitioners to measure and capitalize employee engagement. As a result, measurement tools focusing on different aspects of employee engagement have been developed and used. However, in the absence of a precise definition of employee engagement, the instruments differ in terms of variables being measured. The purpose of this study is to conduct a structured literature review of the major measurement tools of employee engagement. Ten measurement instruments were reviewed and assessed with regard to definitions, scales, properties, reliability and validity. It is believed that the paper shall make a significant contribution to the literature on employee engagement, and it is suggested that measurement instruments having scales linked to the agreed-upon construct of employee engagement will be useful for both academicians and practitioners.
Employee engagement has generated enormous interest among practitioners and academicians over the decades (Saks, 2006; Macey and Schneider, 2008; and Saks and Gruman, 2014). Voluminous literature is available to explain the emergence, management and consequences of employee engagement. Various theories attempt to identify the potential drivers of employee engagement and provide evidence in support of the positive consequences of employee engagement (Bates, 2004; Salanova et al., 2005; Saks, 2006; Levinson, 2007; Lockwood, 2007; White, 2008; Robinson et al., 2004; Rich et al., 2010; Shuck, 2010; and Soane et al., 2012). Despite the efforts made over the years to understand and capitalize employee engagement, a number of fundamental issues remain unresolved (Albrecht, 2010). One of those issues is “How best to measure employee engagement?”.