Dimensions And Influencing Factors Of Employee Engagement

Nowadays, the economic environment is changing very quickly and the competition is becoming fiercer and fiercer. More and more enterprises realize that their most important advantage is the talent. So companies are very interested in raising the level of their employees' engagement. And then the employees will try their best to contribute to the companies. However, as a fashionable term among human resource practitioners, employee engagement has drawn insufficient attention in academic literature. The purpose of this dissertation is to explore the more effective and reasonable employee engagement measure which is based on our deeply research on the various dimensions of this concept. Also, we will examine some of the antecedents and consequences of engagement.Founded on the review of previous research, this paper identifies what should be the basic theory of engagement research, proposes our hypothesis, constructs the theoretical model and specifies the research design.We propose our model for engagement based on relevant theory and test the validity of our six-dimension model of employee engagement by empirical research. Besides, we use two empirical studies to analyze the relationship in leader-member exchange, job characteristics, and employee engagement and work performance.Finally, the main conclusions of the dissertation are as follows:①The six-dimension model of employee engagement fits the data better than all the other alternative models we proposed. And the six dimensions are the job-physical dimension, the job-cognitive dimension, the job-emotional dimension, the organization-physical dimension, the organization-cognitive dimension and the organization-emotional dimension.②Leader-member exchange can positively predict employee work performance.③Job characteristics can positively predict work performance.④Employee engagement mediates the relationship between job characteristics and work performance.⑤Job characteristics mediate the relationship between leader-member exchange and employee engagement.⑥Job characteristics mediate the relationship between leader-member exchange and employee work performance. For the mediating role of employee engagement in the relationship of leader-member exchange and work performance, Study 1 and Study 2 have different results. What is more, we find that due to economic and cultural differences, the workers in Middle Western China and Eastern China demonstrate great difference in leader-member exchange, job characteristics, employee engagement and work performance. The relationship of these variables is also not exactly the same in the two different companies we choose.