Employee engagement in a South African context : a scientific approach to context-specific measurement

Cover -- Title Page -- ENDORSEMENTS -- TITLE PAGE 2 -- COPYRIGHT PAGE -- ACKNOWLEDGEMENTS -- TABLE OF CONTENTS -- ABOUT THE EDITORS -- ABOUT THE CONTRIBUTORS -- FOREWORD -- INTRODUCTION -- Chapter 1 Theoretical framework foremployee engagementby Abigail Moshoeu -- INTRODUCTION -- CONCEPTUALISATION OF ENGAGEMENT FROMPRACTITIONERS AND ACADEMICS -- Business approaches to engagement -- Academic approaches to engagement -- THEORETICAL FRAMEWORKS UNDERPINNINGENGAGEMENT -- Kahn's (1990) psychological conditions -- Psychological meaningfulness -- Psychological safety -- Psychological availability -- Empirical validation of psychological conditions -- Schaufeli and Bakker (2004): burnout and engagement -- Vigour -- Dedication -- Absorption -- Empirical validation of burnout and engagement -- Drivers of engagement -- Job demands-resources model -- OUTCOMES OF EMPLOYEE ENGAGEMENT -- Organisational commitment -- Job satisfaction -- CONCLUSION -- Chapter 2 Engagement and strategyby Hester Nienaber -- INTRODUCTION -- ENGAGEMENT -- Engagement at individual level -- Engagement at the organisational level -- Synthesis of engagement -- FROM ENGAGEMENT TO STRATEGY -- Competitive advantage -- Human Resources as a dimension of competitive advantage -- Strategy failure -- ENGAGEMENT AND STRATEGY IMPLEMENTATION INSOUTH AFRICA -- The six lowest-ranked statements in the 2014 and 2015 surveys -- MANAGEMENT ACTION TO IMPROVE ENGAGEMENTAND STRATEGY IMPLEMENATION -- CONCLUSION -- Chapter 3 Engagement in multi-cultural environments: Reflections andtheoretical developmentby Rica Viljoen -- INTRODUCTION -- Engagement in multi-cultural settings -- The importance of construct-based assessments -- The importance of a scientific approach to organisational research -- The importance of describing cultural dynamics -- The importance of hearing the participants