Employee Engagement: An Examination of Antecedent and Outcome Variables

Authors

Michael B. Shuck, Florida International UniversityFollow

Document Type

Dissertation

Major/Program

Adult Education

First Advisor's Name

Thomas G. Reio Jr.

First Advisor's Committee Title

Committee Chair

Second Advisor's Name

Keith Revell

Third Advisor's Name

Tonette S. Rocco

Fourth Advisor's Name

Delia C. Garcia

Keywords

Employee Engagement, Workplace Engagement, Psychological Climate, Human Resource, Human Resource Development, Human Resource Management, Discretionary Effort, Intention to Turnover, Affective Commitment

Date of Defense

7-19-2010

Abstract

This nonexperimental, correlational study (N = 283) examined the relation among job fit, affective commitment, psychological climate, discretionary effort, intention to turnover, and employee engagement. An internet-based self-report survey battery of six scales were administered to a heterogeneous sampling of organizations from the fields of service, technology, healthcare, retail, banking, nonprofit, and hospitality. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement and employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results indicated that affective commitment and employee engagement predicted lower levels of an employee’s intention to turnover. The regression beta weights ranged from to .43 to .78, supporting the theoretical, empirical, and practical relevance of understanding the impact of employee engagement on organizational outcomes. Implications for HRD theory, research, and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance.

Identifier

FI10080415

Recommended Citation

Shuck, Michael B., "Employee Engagement: An Examination of Antecedent and Outcome Variables" (2010). FIU Electronic Theses and Dissertations. 235.
https://digitalcommons.fiu.edu/etd/235