Advertisement

Introduction

  • Jan Hendrick Nel
  • Bennie Linde
Chapter

Abstract

This chapter is an overview of the systematic review and narrative evidence synthesis from the literature on engagement to develop a new framework to increase the low levels of engagement in a unionised environment. Although much has been written on engagement, no research has been done to understand employee engagement in a unionised environment. Various propositions emerged from the systematic review and the evidence synthesis of the literature to create a conceptual framework on how to increase the engagement levels in a unionised environment. Findings show that employee engagement can be fostered in organisations with a unionised presence by focusing on job design factors, trust and integrity, individual characteristics, collaborative partnerships, employee voice, human resources management practices and leadership and line managers’ behaviour as antecedents to engagement.

Keywords

Conceptual framework Employee engagement Narrative evidence synthesis Systematic review 

References

  1. Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2015). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 00, 1–23. doi: https://doi.org/10.1111/ijmr.12077CrossRefGoogle Scholar
  2. Bersin, J. (2015). Becoming irresistible: A new model for employee engagement. Deloitte.Google Scholar
  3. Briner, R., & Denyer, D. (2012). Systematic review and evidence synthesis as a practice and scholarship tool. In D. Rousseau (Ed.), The Oxford Handbook of Evidence-Based Management (pp. 112–119). Oxford: Oxford University Press.Google Scholar
  4. Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A qualitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89–136.CrossRefGoogle Scholar
  5. CIPD. (2012). Managing employee relations in difficult times. London: Chartered Institute of Personnel and Development.Google Scholar
  6. Crabtree, S. (2006, May). Can Managers Engage Unionized Employees? The Gallup Management Journal. Retrieved from http://www.gmj.gallup.com
  7. Crawford, E. R., Rich, B. L., Buckman, B., & Bergeron, J. (2014). The antecedents and drivers of employee engagement. In C. Truss, R. Delbridge, K. Alfes, A. Shantz, & E. Soane, Employee engagement in theory and practice (pp. 57–81). New York: Routledge.Google Scholar
  8. Denyer, D., & Transfield, D. (2009). Producing a systematic review (D. Buchanan, & A. Bryman, Eds.). London: Sage.Google Scholar
  9. Donais, Blaine. (2010). Engaging unionised employees: Employee morale and productivity. Ontario, Canada: Thomson Reuters.Google Scholar
  10. Guest, D. E., & Conway, N. (2002). Pressure at work and the psychological contract. London: CIPD.Google Scholar
  11. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.CrossRefGoogle Scholar
  12. Holbeche, L., & Springett, N. (2003). In Search of Meaning in the Workplace. Horsham: Roffey Park.Google Scholar
  13. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.Google Scholar
  14. Kahn, W. A. (1992). To Be Fully There: Psychological Presence at Work. Human Relations 45(4), 321–349.CrossRefGoogle Scholar
  15. Kumar, P., & Swetha, G. (2011). A prognostic examination of employee engagement from its historical roots. International Journal of Trade, Economics and Finance, 2(3), 232.CrossRefGoogle Scholar
  16. Macey, W., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 3–30.CrossRefGoogle Scholar
  17. Popay, J., Roberts, H., Sowden, A., Petticrew, M., Arai, L., Rodgers, M., … Duffy, S. (2006). Guidance on the Conduct of Narrative Synthesis in Systematic Reviews: Final Report. Swindon: ESRC Research Methods Programme.Google Scholar
  18. Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 614–635.CrossRefGoogle Scholar
  19. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.CrossRefGoogle Scholar
  20. Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement. Human Resources Development Quarterly, 25(2), 155–182.CrossRefGoogle Scholar
  21. Schaufeli, W. (2013). Employee Engagement in Theory and Practice (C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane, Eds.). London: Routledge.Google Scholar
  22. Sheridan, K., & Anderson, K. (2013, July 24). HR Solutions eNews. Retrieved July 24, 2013, from http://avatarsolutions.com/resources/enews-0311/Unionized-0311.html
  23. Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: Exploring the evidence, developing the theory. The International Journal of Human Resources Management, 24(14), 2657–2669.CrossRefGoogle Scholar
  24. Tyler, J. (2009). Employee Engagement and Labour Relations. Retrieved May 31, 2013, from businessjournal.gallup.com: http://businessjournal.gallup.com
  25. Whittington, J., Meskelis, S., Asare, E., & Beldona, S. (2017). Enhancing Employee Engagement: An Evidence-Based Approach. Cham, Switzerland: Palgrave Macmillan.CrossRefGoogle Scholar
  26. Wollard, K. K., & Shuck, B. (2011). Antecedents to Employee Engagement: A structured review of the literature. Advances in Developing Human Resources, 13(4), 429–446.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Jan Hendrick Nel
    • 1
  • Bennie Linde
    • 2
  1. 1.People and Business SolutionsBDO South AfricaJohannesburgSouth Africa
  2. 2.Economic and Management FacultyNorth-West UniversityPotchefstroomSouth Africa

Personalised recommendations