Death is the new sex, last great taboo in Western society and Western medicine, as Richard Smith discusses in his editorial (p 129). In the trinity of births, marriages, and deaths, only death does not have glossy magazines devoted to stylish consumption at the attendant ceremonies. On the web, of course, …

Death and dying

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The claim that high levels of engagement can enhance organizational performance and individual well-being has not previously been tested through a systematic review of the evidence. To bring coherence to the diffuse body of literature on engagement, the authors conducted a systematic synthesis of narrative evidence involving 214 studies focused on the meaning, antecedents and outcomes of engagement. The authors identified six distinct conceptualizations of engagement, with the field dominated by the Utrecht Group's ‘work engagement’ construct and measure, and by the theorization of engagement within the ‘job demands–resources’ framework. Five groups of factors served as antecedents to engagement: psychological states; job design; leadership; organizational and team factors; and organizational interventions. Engagement was found to be positively associated with individual morale, task performance, extra-role performance and organizational performance, and the evidence was most robust in relation to task performance. However, there was an over-reliance on quantitative, cross-sectional and self-report studies within the field, which limited claims of causality. To address controversies over the commonly used measures and concepts in the field and gaps in the evidence-base, the authors set out an agenda for future research that integrates emerging critical sociological perspectives on engagement with the psychological perspectives that currently dominate the field.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/ijmr.12077

The Meaning, Antecedents and Outcomes of Employee Engagement: A Narrative Synthesis

This Strategic Communication. Four-Volume set (part of the Sage Benchmarks in Communication series) captures the definitions, key developments and future of the field through a carefully-selected collection of seminal papers on the topic.

Chapter 69: The evolution of the employee engagement concept: communication implications

Employee voice: An antecedent to organisational engagement?

Much of the existing research on employee engagement is deficient in examining organizational actors' lived experiences of organizational engagement activities. This article, deriving from qualitative research in a public–private partnership organization, contributes to the current understanding of how employee engagement is generated through management communication activities seeking to promote engagement and employees' responses thereto. Also drawing on the literatures on organizational change, communication and culture, our research demonstrates that: (1) managers use both directive and discursive means of communication to create an environment in which employees may wish to engage; and (2) employees respond positively to such communication as it makes them feel valued and involved, which enhances their propensity to engage with the organization. However, contrary to widespread assumptions in the literature, the generation of employee engagement is far from straightforward; employees have an active ro...

/pdf/generating-employee-engagement-in-a-public-private-1pmrsqvacj.pdf

Generating employee engagement in a public–private partnership: management communication activities and employee experiences

Introduction Employee engagement is of significant interest to management practitioners (Macey et al. 2009) and policy makers (MacLeod and Clarke 2009). There has been particular focus on the relationship between employee engagement and the achievement of performance indicators including satisfaction, commitment and retention, as well as improved productivity. However, little is currently known about the two facets of employee engagement and their relationship: 1) employee engagement as an organisational activity and 2) employee engagement as a state of being. The former is concerned with what managers do to help their employees connect with colleagues, managers and the wider organisation (Truss, quoted in MacLeod and Clarke 2009). The latter is about employees’ willingness to contribute intellectual effort in a meaningful way. Indicators of employee engagement include the creation of meaningful work, the creation of opportunities to participate in decision-making, and effective managerial communication (Alfes et al. 2010).

Employee engagement: The use of storytelling

Global forums represent pluralistic settings that convene powerful social actors from across global politics, business and civil society (e.g. Garsten & Jacobsson, 2007; Garsten & Sörbom, 2014). These settings provide positive accounts of their meetings and discussions to solve socioeconomic disparities; however, it is problematic that power dynamics, selectivity of participation and the privileging of consensus are not addressed. These factors may contribute towards the perpetuation rather than preclusion of the disparities they claim to be addressing (e.g. Brown, Dillard, & Hopper, 2015; Garsten & Sörbom, 2014). We know from Brown et al. (2015, p. 637) that “an agonistic ethos of engagement is crucial to reconcile and maintain a productive tension between inheritance and innovation in the democratic tradition”. Agonism respects an adversarial relationship between participants (Mouffe, 1998), where “each identity...is accepted for its own validity, and that a hierarchy of meaning...is avoided” (Carpentier & Cammaerts, 2006, p. 965). What is less evident in the extant literature is the relationship between actors’ own intent and the pluralistic approach; how all parties can participate in such a way that allows them to be accountable for their own actions and impacts on the world, meagre or otherwise. This form of accountability, “the capacity to give an account, explanation, or reason” (Munro, 1996, p. 3) understands the self as interdependent and relational to others (Roberts, 1996). Building on the conversation begun by Brown et al. (2015), this paper unpacks the accounts of 24 global social actors participating in one of these pluralistic settings, the World Economic Forum (WEF), to understand the tensions that this brings. WEF has been set up to provide a space for selectively different voices, a plurality of voices “committed to improving the state of the world” through “public-private cooperation” (World Economic Forum, 2018). Participants are powerful and engage with it as a “space of possibility” (Brown et al., 2015, p. 640) for transformational change. The aim of the paper is to consider the implications of the practices for participants, their accountabilities and the accountability of the multi-stakeholder setting, given its preference towards consensus. The paper is structured to answer the following questions: 1) in what ways do participants’ accounts describe experiences of agonistic pluralism?; 2) in what ways do these accounts show participants reflexively holding themselves to account for their participation?; and 3) what are the implications of this for developing more effective spaces of possibility? The paper finds that the theory of agonistic pluralism is positive but revealing its practice shows pain, disappointment, struggle, with slow movement and often weak and/or compromised outcomes.

/pdf/agonistic-pluralism-and-accountable-selves-in-global-agendas-1w2ivbq9fx.pdf

Agonistic pluralism and accountable selves in global agendas

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Generating employee engagement in a public–private partnership: management communication activities and employee experiences

Employee engagement: The use of storytelling

Agonistic pluralism and accountable selves in global agendas