| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 886957 | Journal of Vocational Behavior | 2013 | 10 Pages |
•Felt and behavioral engagement are distinct and relate to outcomes differently.•Self-report and assessments by others exhibit similar measurement properties.•The relationship of engagement to outcomes generalizes across countries and cultures.•Felt engagement was the strongest predictor of affective outcomes and intentions to stay when measured at one point in time.•Behavioral engagement was the strongest predictor of workgroup performance concurrently and when measured over time.
This research proposes a two-dimensional measure of engagement for professionals in technically-oriented workgroups. It examines the relationship of their engagement to five workgroup outcomes: innovation, performance, satisfaction with the organization, career success, and intentions to stay. Three studies are reported involving: (1) a random sample of 123 workgroups and 1351 self and reports by others of professionals employed by a Fortune 100 company, (2) a panel study of 1024 of the study one professionals four months later, and (3) the replication of results with 827 professionals across three cultures. The results support felt engagement and behavioral engagement as distinct constructs that can be measured by both a self-report and assessments by others of workgroup engagement. The relationship of engagement to workgroup innovation, performance, satisfaction with the organization, career success, and intentions to stay generalized across four countries and cultures: U.S./North America, The Netherlands/Europe, Argentina, and India. Felt engagement was the best predictor of affective outcomes and intentions to stay when all variables were measured concurrently. Behavioral engagement was the best predictor of workgroup performance concurrently and over time. This research indicates that the two dimensions of engagement are important aspects of vocational adjustment for the success of professionals in technically-oriented workgroups. Implications for future research are to consider multiple dimensions of engagement, clearly define the population and setting for engagement, and to study engagement as a dynamic experience that warrants ongoing management and workgroup attention.
