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Handbook of Employee Engagement
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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.
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Table of Contents

Contents: Preface PART I: WHAT IS EMPLOYEE ENGAGEMENT? ISSUES, THEORIES, MODELS AND MEASUREMENT 1. Employee Engagement: 10 Key Questions for Research and Practice Simon L. Albrecht 2. The Essence of Engagement: Lessons from the Field William A. Kahn 3. A Comprehensive Framework for Understanding and Predicting Engagement Steven Fleck and Ilke Inceoglu 4. Job Attitudes and Employee Engagement: Considering the Attitude "A-factor" Daniel A. Newman, Dana L. Joseph and Charles L. Hulin 5. Toward an Evidence-based Model of Engagement: What We Can Learn from Motivation and Commitment Research John P. Meyer, Marylene Gagne and Natalya M. Parfyonova 6. Engagement as a Motivational Construct Ilke Inceoglu and Steven Fleck 7. Measuring Change: Does Engagement Flourish, Fade, or Stay True? Helena D. Cooper-Thomas, Nicola Leighton, Jessica Xu and Neal Knight-Turvey 8. "Engage Me Once Again": Is Employee Engagement for Real, or is it "Same Lady - Different Dress"? Lior M. Schohat and Eran Vigoda-Gadot 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 Saija Mauno, Ulla Kinnunen, Anne Makikangas and Taru Feldt 10. Using the Demands-Control-Support Model to Understand Manager/Supervisor Engagement Gabriel M. De La Rosa and Steve M. Jex 11. Engaging Middle Managers: Activities and Resources Which Enhance Middle Manager Engagement Karina Nielsen and Eusebio Rial Gonzalez 12. Leadership and Engagement: A Brief Review of the Literature, a Proposed Model, and Practical Implications Jesse Segers, Peggy De Prins and Sonja Brouwers 13. The Role of Employee Trust in Understanding Employee Engagement Benjamin Schneider, William H. Macey, Karen M. Barbera and Scott A. Young 14. Organizational Conditions Fostering Employee Engagement: The Role of "Voice" Constant D. Beugre 15. Key Driver Analyses: Current Trends, Problems, and Alternative Approaches Charles A. Scherbaum, Dan J. Putka, Loren J. Naidoo and David Youssefnia 16. The Personal Side of Engagement: The Influence of Personality Factors Cristina de Mello e Souza Wildermuth 17. Analyzing the Contribution of Emotional Intelligence and Core Self-evaluations as Personal Resources to Employee Engagement M. Auxiliadora Duran, Natalio Extremera and Lourdes Rey 18. Mindsets and Employee Engagement: Theoretical Linkages and Practical Interventions Peter A. Heslin PART III: THE DYNAMICS AND REGULATION OF EMPLOYEE ENGAGEMENT: FLUCTUATIONS, CYCLES, AFFECT AND FLOW 19. Engagement and "Job Crafting": Engaged Employees Create their Own Great Place to Work Arnold B. Bakker 20. Affective States and Affect Regulation as Antecedents of Dynamic Work Engagement Carmen Binnewies and Bettina Fetzer 21. More Engagement is Not Necessarily Better: The Benefits of Fluctuating Levels of Engagement Jennifer M. George 22. Passion for Work: Work Engagement versus Workaholism Marjan J. Gorgievski and Arnold B. Bakker 23. Flow in Work as a Function of Trait Intrinsic Motivation, Opportunity for Creativity in the Job, and Work Engagement Giovanni B. Moneta PART IV: MANAGEMENT AND HR SYSTEMS, PRACTICES, AND PROCESSES: LEADERSHIP, TEAMS AND EMPOWERMENT 24. Engaging HR Strategists: Do the Logics Match the Realities? Paul Sparrow and Shashi Balain 25. Organizational Socialization and Newcomer Engagement Alan M. Saks and Jamie A. Gruman 26. Staff Nurse Work Engagement in Canadian Hospital Settings: The Influence of Workplace Empowerment and Six Areas of Worklife Heather K.S. Laschinger 27. Engaged Work Teams Joanne Richardson and Michael A. West 28. Enhanced Employee Engagement through High-Engagement Teams: A Top Management Challenge George B. Graen PART V: GLOBAL PERSPECTIVES ON EMPLOYEE ENGAGEMENT 29. Developing and Validating a Global Model of Employee Engagement Jack W. Wiley, Brenda J. Kowske and Anne E. Herman 30. Work Engagement from a Cultural Perspective Akihito Shimazu, Daisuke Miyanaka and Wilmar B. Schaufeli 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 Peter H. Langford 32. Feeling Good and Performing Well? Psychological Engagement and Positive Behaviors at Work Uta K. Bindl and Sharon K. Parker 33. How to Improve Work Engagement? Wilmar B. Schaufeli and Marisa Salanova 34. Using Theatre-based Interventions to Increase Employee Self-efficacy and Engagement Richard Carter, Paul Nesbit and Miriam Joy Index

About the Author

Edited by Simon L. Albrecht, Senior Lecturer, Deakin University, Australia

Reviews

`. . . 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

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