Browsing by Author "Forsyth D"

Now showing 1 - 3 of 3
  • Thumbnail Image
    Item
    Different perspectives on engagement, where to from here? A systematic literature review
    (John Wiley and Sons Ltd and the British Academy of Management, 2023-12-29) Wittenberg H; Eweje G; Taskin N; Forsyth D
    Engagement has emerged as a significant focus in contemporary management research, widely acknowledged for its positive impact on wellbeing and performance. However, over 30 years since its introduction, the concept of engagement remains fractured with multiple definitions, ongoing theoretical debates, and inconsistent empirical evidence of practical value. This review addresses the evolving nature of work-related engagement, recognizing the need for fresh perspectives to better understand this complex phenomenon. To facilitate progressing the research agenda beyond current debates, we used a meta-narrative review as a systematic approach for synthesizing our findings and problematizing techniques to generate innovative ideas. Our review identified six distinct groups, each arguing for different conceptualizations of engagement. We illuminated opportunities for further research directions by mapping and challenging dominating narratives. Specifically, our review highlights the need to conduct research outside the predominant positivist/postpositivist perspective. It also identifies a need for additional research to understand how task-level engagement happens through the interplay of individuals and the environment. Our study makes significant conceptual contributions by offering clear boundaries of existing knowledge, an alternative conceptualization of engagement, and a platform for new directions. Contribution to literature review methodology using integrative and generative approaches is also discussed.
  • Thumbnail Image
    Item
    Extending person–job fit: The role of career fit
    (14/12/2018) Kennedy J; Winstone T; Forsyth D
    Does the match between a person’s career aspirations and their current job requirements affect their level of engagement? An engaged workforce is mutually beneficial to both organizations and employees. Engagement contributes to positive business outcomes such as profit and productivity, while also being associated with positive outcomes for employees. The Gallup organization reports that worldwide workplace engagement levels have not increased, and only 13 per cent of employees worldwide are engaged at work (Mann & Harter, 2016). Selecting the right individuals for the right jobs can increase engagement levels leading to mutual benefits for both employees and their organizations. Organizations seek candidates whose abilities fit the requirements of job demands in order to maximize person-job fit (Judge & Ferris, 1992). This is in the best interest of the employee and the organization because employees who are in occupations and environments that match their preferences are more satisfied, committed and less likely to leave than employees who are not a good fit (Verquer, Beehr, & Wagner, 2003). However, past approaches to person-job fit have focused on vocational skills and occupational fit, without explicitly considering the fit between a current job and the job-holders’ career preferences. Chan et al. (2012) have developed a framework for considering different career perspectives. People with the same vocational skills will vary in the extent to which they want to create new business ventures around that vocation (entrepreneurial orientation), to develop those skills more deeply (professional orientation), or move into managerial or leadership roles in that field (leadership orientation). This entrepreneurial/¬professional/¬leadership (EPL) framework provides a means for exploring individual differences in the extent to which people seek to pursue different career outcomes. Evidence of positive outcomes from person-job fit has largely relied on studies of occupational fit as a measure of person-job fit, exclusive of career fit. The EPL framework provides a means for conceptualizing and measuring individual career preferences. Because the EPL framework is independent of vocational interests (K. Y. Chan et al., 2012), using it to assess career fit is likely to provide additional insights into the positive outcomes of person-job fit, beyond those provided by studies of person-vocation fit. In this study, we surveyed 232 working adults from a wide range of occupations, using an existing measure of person-job fit (Cable & DeRue, 2002) and a newly-developed measure of career fit based on the EPL framework. We demonstrate that these two measures are distinct. While traditional job fit was the most significant predictor of employee engagement (accounting for 40% of variance), career fit was also statistically significant, uniquely explaining an additional 3% of variance in engagement levels. We discuss the implications of this study for research, HRM practice, and career development.
  • Thumbnail Image
    Item
    The New Zealand Workplace Barometer: Psychosocial safety climate and worker health – findings from the 2019 NZ Workplace Barometer.
    (2020-08-03) Tappin D; Forsyth D; Gardner D; Ashby L; Bentley T; Bone K; Catley B; D’Souza N; Blackwood K; Port Z; Brougham D; Cordier J