组织学习
组织承诺
组织行为与人力资源
资源依赖理论
变革型领导
工作投入
组织绩效
知识管理
组织研究
心理学
组织公民行为
构造(python库)
业务
资源(消歧)
组织发展
组织行为学
组织有效性
工作(物理)
社会心理学
管理
计算机科学
经济
工程类
机械工程
程序设计语言
计算机网络
作者
Murray R. Barrick,Gary R. Thurgood,Troy A. Smith,Stephen H. Courtright
标识
DOI:10.5465/amj.2013.0227
摘要
We present a comprehensive theory of collective organizational engagement, integrating engagement theory with the resource management model. We propose that engagement can be considered an organization-level construct influenced by motivationally focused organizational practices that represent firm-level resources. Specifically, we evaluate three distinct organizational practices as resources—motivating work design, human resource management practices, and CEO transformational leadership—that can facilitate perceptions that members of the organization are as a whole physically, cognitively, and emotionally invested at work. Our theory is grounded in the notion that, when used jointly, these organizational resources maximize each of the three underlying psychological conditions necessary for full engagement; namely, psychological meaningfulness, safety, and availability. The resource management model also underscores the value of top management team members implementing and monitoring progress on the firm's strategy as a means to enhance the effects of organizational resources on collective organizational engagement. We empirically test this theory in a sample of 83 firms, and provide evidence that collective organizational engagement mediates the relationship between the three organizational resources and firm performance. Furthermore, we find that strategic implementation positively moderates the relationship between the three organizational resources and collective organizational engagement. Implications for theory, research, and practice are discussed.
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