Work engagement interventions can be effective: A systematic review

Abstract

Purpose: To synthesise work engagement intervention studies and inform future research by exploring: (1) the types, styles and content of engagement interventions; (2) their effectiveness; and (3) their underlying mechanisms.

Methodology: Relevant databases were systematically searched for interventions employing a validated engagement measure. 33% of studies were double-coded. Harvest plots informed the development of GRADE evidence statements.

Results: The final 40 included studies comprising five types: personal resource building (k=5); job resource building (k=12); leadership training (k=3); health promotion (k=18); job and personal resource building (k=2). Twenty (50%) studies observed significant positive effects on work engagement (Figure 1), two (5%) had a negative effect (Figure 2), and eighteen (45%) had no effect (Figure 3). Resources, demands, and well-being were important mediators. Moderators included intervention type, employee participation, and manager support. Bottom-up interventions, and particularly job crafting and mindfulness interventions, were most successful. Implementation difficulties included poor response and attrition rates, and adverse factors (e.g. organisational restructuring, redundancy, economic downturn).

Limitations: Unpublished studies were not included, raising publication bias potential, but increasing the quality of the findings. Potential miss-classification was mitigated by double coding.

Research / Practical implications: Future research should assess the active components of interventions, potential mediators (e.g. attention, cognitive reappraisal), and moderators (e.g. personality). Practically, need assessments and senior management support is crucial for success.

Value: This is the first narrative systematic review of work engagement interventions. Going beyond effectiveness, this review unpacks how and why interventions work.