The Handbook of Employee Engagement contains cutting edge contributions from a wide array of world-class scholars and consultants on state-of-the-art topics key to the science and the practice of employee engagement.

The volume presents comprehensive and global perspectives to help researchers and practitioners identify, understand, evaluate and apply the key theories, models, measures and interventions associated with employee engagement. The Handbook provides many new insights, practical applications and areas for future research. It will serve as an important platform for ongoing research and practice on employee engagement.

Combining an excellent balance of academic perspectives and practical applications this Handbook will prove to be invaluable for academic researchers in the field of organizational behaviour, organizational development and organizational psychology. In addition, human resource and organizational development practitioners and consultants should not be without this `state-of-the-art' and informative resource.

Review

‘. . . an impressive number of international contributions have been collected in the Handbook, from many of the field’s leading researchers, including its founding father, William Kahn. As a developing scholar in this field, I found much in the list of contents to interest me, and I immediately turned to some of the contributions to find out more. It is pleasing to see contributions from both academic and consultancy based engagement practitioners and the overall style of writing is accessible and clear. . . I think that the editor has met his objectives for the volume and has done an excellent job in creating a volume that summarises that state of play of engagement research. . . This volume is a very welcome addition to the field and certainly a work I will find value in revisiting over time.’ -- Natalie Jones, Human Resource Development International

Table of Contents

PART I WHAT IS EMPLOYEE ENGAGEMENT? ISSUES, THEORIES, MODELS AND MEASUREMENT

1 Employee engagement: 10 key questions for research and practice

2 The essence of engagement: lessons from the field

3 A comprehensive framework for understanding and predicting engagement

4 Job attitudes and employee engagement: considering the attitude "A-factor"

5 Toward an evidence-based model of engagement: what we can learn from motivation and commitment research

6 Engagement as a motivational construct

7 Measuring change: does engagement flourish, fade, or stay true?

8 "Engage me once again": is employee engagement for real, or is it "same lady - different dress"?

PART II WHAT INFLUENCES EMPLOYEE ENGAGEMENT? KEY DRIVERS, MODELS AND ISSUES

9 Job demands and resources as antecedents of work engagement: a qualitative review and directions for future research

10 Using the demands-control-support model to understand manager/supervisor engagement

11 Engaging middle managers: activities and resources which enhance middle manager engagement

12 Leadership and engagement: a brief review of the literature, a proposed model, and practical implications

13 The role of employee trust in understanding employee engagement

14 Organizational conditions fostering employee engagement: the role of "voice"

15 Key driver analyses: current trends, problems, and alternative approaches

16 The personal side of engagement: the influence of personality factors

17 Analyzing the contribution of emotional intelligence and core self-evaluations as personal resources to employee engagement

18 Mindsets and employee engagement: theoretical linkages and practical interventions

PART Ill THE DYNAMICSAND REGULATION OF EMPLOYEE ENGAGEMENT: FLUCTUATIONS, CYCLES, AFFECT AND FLOW

19 Engagement and "job crafting": engaged employees create their own great place to work

20 Affective states and affect regulation as antecedents of dynamic work engagement

21 More engagement is not necessarily better: the benefits of fluctuating levels of engagement

22 Passion for work: work engagement versus workaholism

23 Flow in work as a function of trait intrinsic motivation, opportunity for creativity in the j ob, and work engagement

PART IV MANAGEMENT AND HR SYSTEMS, PRACTICES, AND PROCESSES: LEADERSHIP, TEAMS AND EMPOWERMENT

24 Engaging HR strategists: do the logics match the realities?

25 Organizational socialization and newcomer engagement

26 Staff nurse work engagement in Canadian hospital settings: the influence of workplace empowerment and six areas of worklife

27 Engaged work teams

28 Enhanced employee engagement through high-engagement teams: a top management challenge

PART V GLOBAL PERSPECTIVES ON EMPLOYEE ENGAGEMENT

29 Developing and validating a global model of employee engagement

30 Work engagement from a cultural perspective

PART VI PERFORMANCE, OUTCOMES AND INTERVENTIONS: WHAT ENGAGEMENT INFLUENCES AND HOW TO DEVELOP IT

31 The nature and consequences of employee engagement: searching for a measure that maximizes the prediction of organizational outcomes

32 Feeling good and performing well? Psychological engagement and positive behaviors at work

33 How to improve work engagement?

34 Using theatre-based interventions to increase employee self-efficacy and engagement