Abstract
Orientation: Based on different roles that managers occupy at different levels in organisations the question often arises: ‘how will these multiple roles and levels affect their engagement?’Research purpose: This study aimed to establish if employee engagement is a multi-level construct based on the multiple roles that individuals occupy in organisations.Motivation for the study: Several engaging management practices on different organisational levels were identified that either engage or disengage employees that are not being considered in the current mono-level, mono-role engagement models.Research design, approach and method: This quantitative study is based on a cross-sectional survey conducted amongst 1750 individuals with managerial responsibilities in three different organisations. About 610 participants attempted to complete the survey, but only 425 fully completed responses could be used for final statistical analysis.Main findings: Four different structural models were confirmed in the study. The first three confirmed different pull and push factors for individual, team and management engagement. The fourth model established that all three engagement constructs contribute to an engaging climate in organisations without any significant collinearity between the three engagement constructs.Practical/managerial implications: The empirical evidence confirms unique sets of pull and push factors on individual, team and managerial levels. Human resource practitioners should, therefore, take note of which factors promote employee engagement on each level.Contribution/value-add: The study confirms that employee engagement can be viewed as a multi-role, multi-level construct where significant spillover and/or crossover effects between different levels and roles are possible.
Highlights
Employee engagement remains a topical research and management issue (Bakker 2009; Macey & Schneider 2008); much research has been conducted far on factors that promote engagement in the workplace (Bakker & Demerouti 2007, 2008; Bakker et al 2008; Demerouti et al 2001; Schaufeli & Bakker 2004)
Empirical evidence of this study suggests that employee engagement can be conceptualised as a multi-level construct based on different roles that individuals occupy
We suggest that this study should be replicated across more organisations and in different countries with larger sample sizes
Summary
Employee engagement remains a topical research and management issue (Bakker 2009; Macey & Schneider 2008); much research has been conducted far on factors that promote engagement in the workplace (Bakker & Demerouti 2007, 2008; Bakker et al 2008; Demerouti et al 2001; Schaufeli & Bakker 2004) In this respect, Demerouti et al.’s (2001) job demands-resources (JD-R) model is perhaps the most significant attempt to date to create a framework or a taxonomy for categorising the different demand (push) and resource (pull) factors (cf Schaufeli & Taris [2014] for a list) that contribute towards work engagement on an individual level into a coherent model. These push and pull factors go beyond the demands and resources model of individual work engagement as proposed by Demerouti et al (2001) and the question that arises is as follows: should employee engagement not be conceptualised as a multi-level construct?
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
