Employee engagement and wellbeing have attracted greater attention from academics and practitioners over the last decade. Much of the focus has adopted a psychological perspective and addressed the individual and/or job level aspects. This paper adds contribution to this field of enquiry by addressing organizational level aspects, particularly the role of both HR and Line Management. There is additional contribution from the mixed methods approach adopted as traditional approaches have relied upon quantitative analysis of data generated from large samples with only a few studies exploring the more qualitative aspects of engagement and wellbeing. Building upon previous research conducted by Rees and Rumbles, survey responses were received from 115 companies and in addition, ten semi-structured interviews were conducted and analyzed. The findings point to the pivotal role of managers in facilitating engagement and wellbeing as well as the successful management of wellbeing in generating engagement. We conclude that the role of HR in employee wellbeing and engagement is fairly arbitrary, with HR often being insignificant when supporting and assisting wellbeing and engagement interventions.
|Publication status||Published - 2013|
|Event||Academy of Management Conference: Capitalism in Question - Orlando, Florida, United States|
Duration: 9 Aug 2013 → 13 Aug 2013
|Conference||Academy of Management Conference: Capitalism in Question|
|Period||9/08/13 → 13/08/13|