J, A. (2014).

Determinants of Employee Engagement and Their Impact on Employee

Performance. International journal of productivity and Performance management , 63 (3), 308-
323.

The purpose of this paper is to identify the key determinants of employee

engagement and their predictability of the concept. It also studies the impact of employee
engagement on employee performance. Causal study was done to study the impact of
relationships. A survey questionnaire was developed and validated using a pilot data
(a=0.975). Simple random sampling was used to select the employees from middle and
lower managerial levels from small-scale organizations. A total of 700 questionnaires were
distributed and 383 valid responses collected. Regression and structural equation modeling
were used to predict and estimate the relationships. It was found that all the identified
factors were predictors of employee engagement (r2, 0.672), however, the variables that had
major impact were working environment and team and co-worker relationship. Employee
engagement had significant impact on employee performance. Special focus and effort is
required specifically on the factors working-environment and team and co-worker
relationship as they have shown significantly higher impact on employee engagement and
hence employee performance. Organizations shall focus on presenting a great environment
for employees to work and promote programmers that would enhance peer relationships.
The determinants of employee engagement connote a healthy working atmosphere that
reflects on the social impact created by the organization. Employees would enjoy
considerable attention in terms of the determinants being address. The research emphasizes
the growing importance and need for crystallization of the concept of employee
engagement. The research is unique in respect to the comprehensive model that is developed
and validated.

Gelens, J., Hofmans, J., Dries, N., & Pepermans, R. (2014). Talent Management and
Organisational Justice: Employee Reactions to High Potential Identification. Human resource
management journal , 24 (2), 159–175.

We examined how perceived distributive and procedural justice affected the relationship
between an employee's identification as a high potential (drawn from archival data), job
satisfaction and work effort. A questionnaire was distributed within one large company among
employees who were and employees who were not identified as a high potential (n = 203). The
results indicated that perceptions of distributive justice were significantly higher for employees
identified as a high potential. Moreover, perceived distributive justice fully mediated the
relationship between an employee's identification and his or her level of job satisfaction. The
results also revealed that perceptions of procedural justice moderated the relationship between
perceived distributive justice and work effort. Theoretical and practical consequences of these
findings are discussed.

Knippenberg, D. V., Ginkel, W. P., & C.Homan, A. (2013). Diversity mindsets and the
performance of diverse teams. Organiztional behavior and human decision processes , 121 (2),
183-193.

Diversity can enhance as well as disrupt team performance. Diversity beliefs and climates
may play an important moderating role in these effects, but it is unclear what form these should
take to promote the positive effects of diversity. Addressing this question in an integration of
research in team cognition and diversity, we advance the concept of diversity mindsets, defined
as team members’ mental representations of team diversity. These mindsets capture diversity-
related goals and associated procedural implications for goal achievement. We develop theory
about the accuracy, sharedness, and awareness of sharedness of mindsets as moderators of the
diversity-performance relationship. We also identify the determinants of these aspects of
diversity mindsets. Finally, we discuss the implications of our model for the management of
diversity.

Shuck, B., Reio, T. G., & Jr. (2014). Employee Engagement and Well-Being. Journal of
leadership and organizational studies , 21 (1), 43-58.

Poor workforce engagement can be detrimental to organizations because of the ensuing

decrease in employee well-being and productivity. The purpose of the present study was to
investigate the degree to which psychological workplace climate was associated with personal
accomplishment, depersonalization, emotional exhaustion, and psychological well-being, and
whether employee engagement moderated these relations. A sample of 216 health care
employees from the United States, Canada, and Japan completed an online survey. Regression
results suggested that psychological workplace climate was significantly related to each outcome
variable; engagement moderated relations between workplace climate and each of the four
dependent variables. ANOVA results revealed that high engagement group employees
demonstrated higher psychological well-being and personal accomplishment, whereas low
engagement group employees exhibited higher emotional exhaustion and depersonalization.

Farndale, E., & Kelliher, C. (2013). Implementing Performance Appraisal: Exploring the
Employee Experience. Human resource management , 52 (6), 879–897.

Line managers play an important role as implementers of performance appraisal, enacting

procedures designed by the HR function. However, the actual employee experience of these
procedures (which may differ from how they were intended or enacted) in terms of perceptions
of justice in the process is likely to have consequences for levels of organizational commitment.
Furthermore, based on signaling theory, the broader organizational climate, measured here in
terms of the level of trust employees have in the senior management, sets the context in which
this experience takes shape. Presenting multilevel analysis of 4,422 employees across 22
business units, we show that organizational units with high trust in senior management have both
higher levels of commitment, and show a stronger link between employee perceptions of fair
treatment by their line manager during performance appraisal, and organizational commitment.
This provides initial evidence that the impact of line manager actions is important for employee-
level outcomes but is also constrained by the organizational climate.

Rajiani, D. I. (2013). Promoting Organizational Citizenship Behavior among Employees -The

Role of Leadership Practices. International journal of business and management , 8 (6), 47-54.

Despite of numerous studies that investigate the relationship between leadership and The
Organizational Citizenship Behavior, very few of these studies have examined the influences of
leadership practices – as defined by Kouzes and Posner (1987) - on organizational citizenship
behaviors. Moreover, most of these studies have been conducted in western context (developed
counties). In this regard, current study has three main purposes: first, investigate the influences
of leadership practices on organizational citizenship behaviors. Second, conduct this
investigation in Arabic context (developing country). The third purpose of this study is to
investigate the mediating effect of organizational commitment on the relationship between
leadership practices and organizational citizenship behaviors. Using the response of 108 non
managerial banks employees, the result indicated that leadership practices have a significant
positive impact in the organizational commitment and OCB. The results of the study found that
organizational commitment does partially mediate the relationship between leadership practices
and Organizational Citizenship Behavior. Keywords: leadership practices, organizational
citizenship behavior, organizational commitment, Yemen
Allen, T. D., Johnson, R. C., Kibjurz, K. M., & Shockley, K. M. (2013). Work–Family Conflict
and Flexible Work Arrangements: Deconstructing Flexibility. Personnel Psychology , 66 (2),
345–376.

Workplace flexibility has been a topic of considerable interest to researchers,

practitioners, and public policy advocates as a tool to help individuals manage work and family
roles. In this study, meta-analysis is used to clarify what is known about the relationship between
flexible work arrangements and work–family conflict by deconstructing the flexibility construct.
We found that the direction of work–family conflict (work interference with family vs. family
interference with work) and the specific form of flexibility (flextime vs. flexplace; use vs.
availability) make a difference in the effects found. Overall, the significant effects were small in
magnitude.

Hon, A. H., Bloom, M., & Crant, J. M. (2014). Overcoming Resistance to Change and
Enhancing Creative Performance. Journal of management , 40 (3), 919-941.

Drawing on the sense-making perspective, the authors develop and test a cross-level
model of individual creativity, integrating resistance to change and three human resource
contextual factors to moderate the individual relationship. This cross-level study of working
adults from a wide array of Chinese companies addresses one of the major challenges
managers face in enhancing individual-level creativity: overcoming employees’ resistance to
change. The authors study the efficacy of three contextual factors that are important elements
of the creative process—modernity climate, leadership style, and coworker characteristics—
for helping managers overcome this challenge. The authors find that the three contextual
variables moderate the negative relationship between resistance to change and creativity, and
the pattern of results indicates that managing human resources practices may mitigate the
detrimental effects of resistance to change on creativity.
Chang, S., Gong, Y., & A.Way, S. (2013). Flexibility-Oriented HRM Systems, Absorptive
Capacity, and Market Responsiveness and Firm Innovativeness. Journal of management , 39 (7),
1924-1951.

Although market responsiveness and firm innovativeness are important aspects of firm
performance, little is known about which human resource management (HRM) systems foster
these performance aspects and how. Building on prior research, we delineate flexibility-oriented
human resource management (FHRM) systems in terms of resource- and coordination-
flexibility-oriented HRM subsystems. In addition, we draw on organizational learning theory and
the concept of absorptive capacity (AC) to articulate the mechanisms through which these
systems might influence market responsiveness and firm innovativeness. We develop and
validate measures of FHRM systems using a series of four independent samples. Our findings
based on a sample of high-technology firms indicate that FHRM systems are positively
associated with firm-level potential and realized AC and that potential AC, in turn, is positively
associated with market responsiveness and firm innovativeness.